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Mitsubishi Outlander PHEV production restarts after five-month delay

Back in March, production of both the Mitsubishi Outlander plug-in hybrid and the all-electric i-MiEV ground to a halt over a pair of incidents where overheated lithium-ion batteries caused vehicle fires. Following the rocky start, The Japan Times is reporting that production of the Outlander PHEV has recommenced following the five-month stoppage.
The battery fires were tracked down to a supplier issue before more than 4,300 vehicles were recalled in June, but Mitsubishi received heavy criticism from the Japanese government for the delayed recall. According to the report, though, that hasn't slow down enthusiasm for the plug-in crossover - Mitsubishi has received close to 18,000 for the Outlander PHEV. To keep up with demand, the automaker is planning to double production to 4,000 units a month.

Mitsubishi prices 2014 Outlander from $22,995*

Mitsubishi will gladly sell you a 2014 Outlander ES for $22,995, excluding an $835 destination fee. Buyers can step up to the middle-tier Outlander SE for $23,795, or around $200 less than last year. That stack of cash will net you 18-inch aluminum wheels, a 6.1-inch LCD information display, dual-zone climate control and other goodies. Somewhat more impressively, Mitsubishi has cut the price tag for the Outlander GT by $800. That machine will run you $27,795, and throws in a more potent V6 engine, the company's Super All-Wheel Control system and HID headlamps.
The 2014 Outlander bows with an all-new exterior design, and base models receive a 166-horsepowr 2.4-liter four-cylinder paired with a continuously variable transmission and an all-wheel-drive system. That driveline is good for 24 miles per gallon city and 29 mpg highway. Check out the full pricing press release below and our own Jonathon Ramsey's first drive here.

Nissan CEO Makoto Uchida rules out closer capital ties with Renault

YOKOHAMA — Nissan is committed to its automaking alliance with Renault but will not look to deepen its capital ties with the French automaker any time soon, its new CEO said on Monday. On his first day in the new position, chief executive Makoto Uchida also pledged to repair profitability at Japan's No. 2 automaker and said setting realistic targets would be key toward that goal, as it tries to make a clean break from the leadership of former chairman Carlos Ghosn. "Closer capital ties with Renault are not a focus in the short term," he told reporters. Uchida became CEO of Nissan on Dec. 1, as the car maker tries to recover from a profit slump and draw a line under a year of turmoil after the Ghosn scandal. The ousted chairman is fighting financial misconduct charges in Japan. One of the new CEO's big tasks is to salvage ties with Renault, which have deteriorated since Ghosn's ouster as chairman of both companies. Renault holds a 43.4% stake in Nissan after it saved the Japanese automaker from financial ruin two decades ago, and has pushed for the two companies to merge. In rejecting a notion of a merger with Renault, Uchida, 53, echoes his predecessor Hiroto Saikawa, who stepped down in September. He added that the alliance must re-think how it can serve all of its three members, which also includes Mitsubishi Motors. "The alliance has to benefit each of its partners in terms of revenue and profit," he said. "We need to re-evaluate what has worked and what hasn't worked in the alliance in the past few years." The CEO called for Nissan to set "challenging but achievable" targets, adding that this and the launch of more new car models and vehicle technologies would be key to its financial recovery. Nissan is bracing for its lowest annual profit in 11 years and has slashed its dividend by 65%. Its struggles come at a time when car companies desperately need scale to keep up with sweeping technological changes like electric vehicles and ride-hailing. "Somewhere along the way we created a culture of setting targets which could not be achieved," Uchida said, adding that this had resulted in a focus on short-term results. "Years of this had led Nissan to its current "difficult situation," he said, using heavy vehicle discounting in the U.S. market as an example of how aggressive sales targets to grow market share had deteriorated the company's brand.