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Junkyard Gem: 1989 Plymouth Colt E Hatchback

By the late 1960s, it had became clear to the suits at Detroit's Big Three that their companies needed to start selling subcompacts at home or risk losing large hunks of market share to the likes of Volkswagen and Toyota. Ford and GM developed the Pinto and Vega, but the much smaller Chrysler Corporation couldn't afford such an investment. Instead, the Chrysler Europe-built Hillman Avenger and Simca 1100 crossed the Atlantic and were given Plymouth Cricket and Simca 1204 badges, respectively, while ships full of Mitsubishi Colt Galants with Dodge badges headed east out of Japan. Those were Dodge Colts, sales of which began here in the 1971 model year. The Cricket and 1204 faded into well-deserved obscurity, but American car shoppers loved the Hemi-powered Colt. The Plymouth Division eventually got Colts of its own, and that's what we've got for today's Junkyard Gem. The US-market Colt jumped to the front-wheel-drive Mitsubishi Mirage for the 1979 model year, and that's when North American Plymouth dealerships (which had already been selling the Mitsubishi Lancer Celeste as the Arrow) got their own Mirages to sell. For 1979 through 1982, the Plymouth-badged Colt twin was known as the Champ, after which Chrysler decided that distinction just confused everybody. Then both Dodge and Plymouth (plus, starting in 1989, Eagle) offered near-identical Colts until just before the 1994 introduction of the Michigan-designed Neon. 1989 was the first model year for the more rounded sixth-generation Colt. By the time this car appeared in a showroom, Mitsubishi had been selling Mirages here for six years; this meant that American cars shoppers could choose among four mechanically-identical versions of the same car: the Dodge Colt, the Plymouth Colt, the Eagle Summit, and the Mitsubishi Mirage. All four versions had similar pricing, so it really came down to which badge you liked best and/or which company was offering the best rebates and financing deals at any given moment. The cheapest 1989 Plymouth Colt three-door hatch listed at $6,678 (about $16,340 in 2022 dollars), while the Dodge version cost… exactly the same amount. If you insisted on a sedan, however, you had to get the Summit or Mirage, because the Colt was available only in hatchback form for 1989. Meanwhile, Chrysler had been selling the Simca-derived Dodge Omni/Plymouth Horizon in the United States since the 1978 model year, with sales continuing all the way through 1990.

Mitsubishi shows off its boxy new XFC Concept

Mitsubishi’s lineup has dwindled in the United States, but its presence is strongest in Asia, where it offers several vehicles not destined for our shores. Its latest concept vehicle previews a vision for a small utility vehicle with beefy styling and a futuristic interior. The XFC Concept is a compact SUV that Mitsubishi calls the “best-suited buddy for an exciting life.” ItÂ’s debuting at the Vietnam Motor Show later this month and is initially destined for life in Southeast Asia, though the company says it wants to expand that presence globally. The conceptÂ’s styling is a departure for the brand, whose other recent releases havenÂ’t been the easiest vehicles on the eyes (cough, cough, Outlander). Boxy lines and unique lighting are standout visual elements on the XFC, and the rear fender flares give it a muscular stance. Concepts rarely make it to production unchanged, so Mitsubishi is likely to alter the XFCÂ’s fantastic interior before release. The cabin appears to offer a mix of materials and large windows. Mitsubishi says it has class-leading interior space and notes that it focused on making the vehicle as comfortable as possible over rough roads. Flooding is an issue in the XFCÂ’s home region, so Mitsubishi gave it good ground clearance and four drive modes. Drivers can choose between normal, wet, gravel, and mud modes, and Mitsubishi says it developed the new wet mode specifically with Southeast Asian countries in mind. Mitsubishi will launch the XFC in 2023 and says an electric variant is coming down the road. Though itÂ’s still in the concept stage, the automaker plans for the SUV to become a core model for the brand on the global stage, alongside vehicles like its popular Xpander MPV.

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.