Find or Sell Used Cars, Trucks, and SUVs in USA

Xls 3.5l Power Door Locks Power Windows Am/fm Stereo Radio Compact Disc Player on 2040-cars

Year:2004 Mileage:98428 Color: Silver /
 Gray
Location:

Houston, Texas, United States

Houston, Texas, United States
Advertising:
Transmission:Automatic
Body Type:Other
Vehicle Title:Clear
Fuel Type:Gasoline
For Sale By:Dealer
VIN: JA4MT31R44J007616 Year: 2004
Make: Mitsubishi
Model: Montero
Warranty: Unspecified
Mileage: 98,428
Sub Model: XLS
Power Options: Air Conditioning
Exterior Color: Silver
Interior Color: Gray
Number of Cylinders: 6
Condition: Used: A vehicle is considered used if it has been registered and issued a title. Used vehicles have had at least one previous owner. The condition of the exterior, interior and engine can vary depending on the vehicle's history. See the seller's listing for full details and description of any imperfections. ... 

Auto Services in Texas

World Tech Automotive ★★★★★

Auto Repair & Service, Automobile Parts & Supplies, Automotive Tune Up Service
Address: 213 E Buckingham Rd Ste 106, Fate
Phone: (972) 414-5292

Western Auto ★★★★★

Automobile Parts & Supplies, Tire Dealers, Wheels
Address: 106 W Clayton St, Hull
Phone: (936) 258-3181

Victor`s Auto Sales ★★★★★

New Car Dealers, Used Car Dealers, Wholesale Used Car Dealers
Address: 5808 Manor Rd, Geneva
Phone: (512) 270-5635

Tune`s & Tint ★★★★★

Automobile Parts & Supplies, Glass Coating & Tinting Materials, Consumer Electronics
Address: Booker
Phone: (806) 373-8863

Truman Motors ★★★★★

Used Car Dealers
Address: 5701 Burnet Rd Ste B., Cedar-Park
Phone: (512) 765-4494

True Image Productions ★★★★★

Auto Repair & Service
Address: N Waddill St, Copeville
Phone: (972) 542-4445

Auto blog

Ghosn's legacy: one of the auto industry's most effective execs

Wed, Nov 21 2018

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.

Mitsubishi XR-PHEV Concept is a chronicle of an Outlander Sport foretold [w/video]

Thu, 21 Nov 2013

Mitsubishi's current Outlander Sport has done a yeoman's job since it came on the market for the 2011 model year. The affordable crossover has been one of the few bright spots in the perennially troubled automaker's lineup - it's the brand's best seller in the US and sales are up nearly 40 percent this year. The subcompact CUV has become an increasingly important part of the Mitsubishi lineup, which is why you should pay attention to this XR-PHEV Concept - it's said to presage the next-generation model.
Stylistically, this is a pretty bold little CUV, with a striking face framed by bold zig-zags of chrome that underline the narrow headlamps and frame the massive lower fascia. The profile has a dramatically tapered greenhouse with bold sheetmetal contours and a funky blacked-out A-pillar that emphasizes the hood's height. The rear end is no less dramatic, with dual-pane rear tailgate with a particularly fast rake.
As shown here, the XR-PHEV (pronounced "Cross Runner") is a four-seat CUV that motivates its front wheels through a turbocharged 1.1-liter, three-cylinder engine with 134 horsepower paired with a 120-kW electric motor. In pure-electric mode, the 14-kWh battery is said to be good for 52 miles of cruising range and the combined fuel economy bogey is 66 miles per gallon on Japan's lenient testing cycle.

FCA-Renault merger faces tall odds delivering on cost-cutting promises

Thu, May 30 2019

FRANKFURT/DETROIT — Fiat Chrysler Automobiles and Renault promise huge savings from a mega-merger, but such combinations face tall odds because of the industry's long product cycles and problems translating deal blueprints into real world success, industry veterans told Reuters. BMW's 1994 purchase of Rover, and Daimler's 1998 merger with Chrysler both made sense on paper. The companies promised to hike profits by combining vehicle platforms and engine families. Both combinations proved unworkable in reality, and were unwound. Renault and Nissan, which have been in an alliance since 1999 designed to share vehicle components, have only managed to use common vehicle platforms in 35% of Nissan's products despite an original target of 70%, according to Morgan Stanley. FCA and Renault have raised the stakes for themselves by ruling out plant closures. That increases the pressure to achieve more than $5 billion in promised annual savings from pooling procurement and research investments. The two companies have yet to fill in many of the blanks in the merger plan put forward by Fiat Chrysler. Renault's board is expected to act soon to accept the proposal, but that would lead only to a memorandum of understanding to pursue detailed operational and financial plans. A final deal and the legal combination of the two companies could take months to complete if all goes well. Pressure to cut automotive pollution is driving the latest round of consolidation. Automakers are looking at multibillion-dollar bills to develop electric and hybrid cars and cleaner internal combustion engines. Fiat Chrysler and Renault are betting they can design common electric vehicle systems, then sell more of them through their respective brands and dealer networks, cutting the cost per car. Developing all-new electric vehicles can bring more opportunities to share costs from the outset, industry experts said. "With the emergence of connected, autonomous, electric and shared vehicles, carmakers face immediate investments, so new opportunities for sharing costs have emerged," said Elmar Kades, managing director at Alix Partners. However, most electric vehicles lose money. This is a challenge for city car brands in Europe in particular. Both Renault and Fiat rely heavily on this segment for sales.