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Mitsubishi reports an 89% drop in annual profit

TOKYO — Mitsubishi will focus on cutting fixed costs by 20% or more in the next two years after reporting an 89% drop in annual profit, its weakest performance in three years, and skipping its year-end dividend. The coronavirus crisis has exacerbated Mitsubishi's struggles in a year where Japan's sixth biggest carmaker was already battling falling sales in China and also southeast Asia, its largest market which accounts for one-quarter of sales. Mitsubishi also said on Tuesday it would focus on growth in ASEAN countries to survive the aftermath of the pandemic. "Before the virus we had been mulling which underperforming regions and vehicle segments to cut our exposure to," CEO Takao Kato told a results teleconference. "In the wake of the virus, we need to pick up the pace of making these changes. To stay competitive in a post-coronavirus market, we need to immediately shrink our area of focus to regions and segments in which we excel." Global automakers are struggling to cope with the crisis, which has pummeled car sales due to lockdowns in many countries. Many automakers have begun to restart vehicle factories, but anemic demand, supply chain disruptions and social distancing measures at factories are expected to limit output. Mitsubishi's operating profit came in at 12.8 billion yen ($119.21 million) for the year to end March, down from 111.8 billion yen a year ago, and its lowest since the year to end March 2017. Profits exceeded a consensus estimate of 9.4 billion yen profit drawn from 15 analysts polled by Refinitiv. The automaker did not give an earnings forecast for the current business year, and did not issue a year-end dividend, compared with 10 yen per share a year ago. The junior member of the automaking partnership between Nissan and France's Renault, sold 1.13 million vehicles globally in the year ended March, down 9%. Mitsubishi will focus on growth in southeast Asia as part of the alliance's plan for each company to expand in their regions of strength. Mitsubishi said it would give more details when it reports first-quarter results. The alliance is expected to announce a revamped strategy on May 27, when it will pledge to increase cooperation to improve joint operations to remain competitive. Related Video:

2022 Mitsubishi Outlander First Drive Review | More than a redesign

It only takes a minute behind the wheel of the 2022 Outlander to understand how Mitsubishi’s alliance with Nissan and Renault has allowed it to reap dramatic rewards. The 2022 Mitsubishi Outlander isnÂ’t just redesigned, itÂ’s a thorough rethink on how to attack the compact crossover marketplace. Not only that, itÂ’s vaulted Mitsubishi from an also-ran to a solid contender for your hard-earned bucks. The Mitsubishi Outlander is not a rebadged Nissan Rogue. The two crossovers share their platform and powertrain, and Mitsubishi says they were co-developed and Outlander was not simply a hand-me-down. They differ in many notable ways, not the least of which is a standard third row (sized for very limited use) in the Outlander thatÂ’s not offered in the Rogue, but also in tuning, design and materials. The new Outlander certainly stands out with a front view thatÂ’s dominated by MitsubishiÂ’s "Dynamic Shield" fascia. Two curved chrome swoops work as outward-facing brackets to a grille with horizontal slats above a patterned opening. Lighting clusters are split into two parts, with LED driving lights and turn signals on top, and vertically stacked headlights below. Unlike some other “bold” faces currently seen in the industry, MitsubishiÂ’s design divides opinions but somehow looks better and more interesting in person than on screen. Mitsubishi managed an iteration of the floating-roof trend that looks different than anything else. ThereÂ’s an unusually flat roof in profile that ends in a brim-shaped rear spoiler atop a pillar at the very back of the car thatÂ’s shaped like a jet fin. Deep cutlines create a strong shoulder with a parallelogram indentation below the knee. All but base-model Outlanders are fitted with 20-inch wheels that are highlighted above with stamped-in brows. It all adds up to an imposing design that looks larger than it is. In reality, the 2022 Outlander is indeed larger in every direction than the 2020 edition (thereÂ’s no 2021 model) but in most measurements, is right about the same size as its compact crossover competitors. Its 106.5-inch wheelbase matches the Rogue, but the three-row Outlander is 2.4 inches longer overall. Compared to the 2020, thereÂ’s more adjustment for the driver to find a comfortable position plus an inch more legroom up front, and 1.1 inches more in the middle row. ItÂ’s 2.0 inches wider than before, which adds as much as an inch and a half more shoulder and hip room, depending on the seat.

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

"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.