2004 Mitsubishi Lancer Ralliart Sedan 4-door 2.4l on 2040-cars

Auto blog

Mitsubishi had a shockingly good year in the U.S., and here's why

The year 2017 was a very good one for Mitsubishi in the United States. For the first time since 2007, the company sold more than 100,000 cars and crossovers here. Most of the credit goes to the Outlander, which sold just over 8,700 more examples this year than in 2016 for a total of 35,310. It was also the overall bestseller for the company in America. Its slightly smaller cousin, the Outlander Sport, was the second-best with 33,160 units, a number that barely changed from 2016. Also interesting to note is that each of Mitsubishi's crossovers roughly equaled the total number of traditional car sales, which include the last Lancers, Evos and i-MiEVs, as well as the Mirage hatch and Mirage G4 sedan. The Lancer actually did all right considering it was phased out in the middle of last year, selling over 12,000 units, almost as many as in 2016. Mirage hatchback sales dropped quite significantly at just over 6,000, but Mirage G4 sedan sales increased by roughly the same amount. Considering the weaker car sales, Mitsubishi has probably made the right decision to focus on expanding its crossover line with the all-new Eclipse Cross launching this year, and the newly available Outlander PHEV. This milestone also marks Mitsubishi's slow and steady gains lately. According to the company, this is the fifth year of increased sales in the U.S. And on a global scale, the company saw gains, too. Its sales topped 1 million worldwide compared with 934,000 in 2016. In China sales were up over 50 percent, and it also saw sales increases in the Germany, Russia, Japan, Australia, and many countries in southeast Asia. So it seems Mitsubishi is making a nice little turnaround for itself. Related Video:

Mitsubishi considering a small pickup for the United States

Mitsubishi hasn’t sold a pickup truck in the United States since the Mighty Max in the late 1990s, but there is mounting evidence that the brandÂ’s dry spell may end. At a recent vehicle launch, Carson Grover, the brandÂ’s director for product planning, said the company is considering a new pickup for the U.S. market but acknowledged the challenges involved with doing so. Reported by The Drive, Grover said pickup trucks were “another one of those things we want to try to figure out.” The problem with those ambitions is the Chicken Tax, a heavy 25% tariff on imported trucks. That insane percentage is why Toyota and Nissan build trucks here, and itÂ’s why we donÂ’t see cool foreign-market trucks like the Volkswagen Amarok. Mitsubishi will need a partner if it plans to bring a truck here, which it conveniently has in its Alliance partner, Nissan. The Frontier could form the basis for a Mitsu pickup, but GroverÂ’s comments suggest the automaker could have other plans. “The Ford Ranger, the old ranger, that was much smaller, had so much volume and was around so long.” He went to namedrop the Ford Maverick as well, which he said fills the small, affordable gap that the Ranger used to occupy. As The Drive pointed out, it might be possible for Mitsubishi to repurpose the existing Rogue platform for a small pickup, but Grover was careful to note that the company isnÂ’t making any announcements on the subject. As is the case with the vast majority of requests for comment on future product, Grover declined to elaborate but did say the company has taken notice of other trucksÂ’ popularity. A new American-market truck could further revitalize the Mitsubishi brand in North America. The automaker recently revived another of its iconic nameplates in late 2022 with Ralliart versions of all its vehicles. MitsubishiÂ’s motorsports arm made a name for itself in the World Rally Championship starting in the late 1980s, and some of the coolest cars to wear the brandÂ’s badge have also been stamped with the Ralliart name. Related video: This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Renault, Nissan officially reboot their auto alliance for post-Ghosn era

Nissan CEO Makoto Uchida looks on as Renault CEO Luca De Meo and Mitsubishi CEO Takao Kato shake hands during a news conference to unveil new agreement between Nissan and Renault on Monday in London.   LONDON — Automakers Renault and Nissan on Monday formalized their reboot of a relationship that had grown rocky, culminating in the spectacular fall of top executive Carlos Ghosn, who had led successful turnarounds at both companies before his arrest and daring escape. The boards of both companies approved equalizing the stake each automaker holds in the other to 15%, bringing a better balance in the French-Japanese alliance, which also includes smaller Japanese carmaker Mitsubishi Motors Corp. The uneven shareholdings had been viewed at times as a source of conflict. Until now, Renault Group of France owned 43.4% of Nissan Motor Co., while the Japanese automaker owned 15% of Renault. “We have been waiting a long time for this moment,” Renault board Chairman Jean Dominique Senard said at a news conference in London, calling it a “new era." Nissan intends to invest up to 15% in Ampere, RenaultÂ’s electric vehicle and software entity in Europe that Mitsubishi also will consider investing in. The automakers said they will collaborate in markets worldwide, including Latin America, Europe and India. The moves come at a time when the extremely competitive auto industry is undergoing a major shift toward electric vehicles and other environmentally friendly models. The long speculated changes to the carmaker alliance were announced a week ago. Shares equivalent to a 28.4% stake will be transferred to a French trust, according to the companies. Renault, whose top shareholder is the French government, and Nissan agreed on an orderly sale of that stake, although there will be no deadline. Nissan Chief Executive Makoto Uchida vowed to take the alliance to “the next level of transformation” to adapt to a new era. “This is not a choice but a need,” he said. In theory, partnerships are a good way for automakers to cut costs by sharing parts, production and technology, especially when the industry is going through such dramatic change with EVs. That also means that, once formed, ending an alliance can be difficult because the companiesÂ’ development, manufacturing and products get so closely tied together. Still, partnerships can stumble because of the different corporate cultures of the automakers, especially when it involves a meeting of the West and East.