2011 Mitsubishi Lancer Evolution Gsr Sedan 4-door 2.0l - $ave - Buy Salvage! on 2040-cars

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The worst rally driver you've ever seen

Fast cars and excellent driving skills might be the easy answers when asking how to succeed in rally racing, but after watching this video, a good teammate is obviously an important aspect of this sport, too. During the 2013 Rally of Coimbatore in India, driver Samir Thapar and his co-driver, Vivek Ponnusamy, didn't seem to be on the same page as the two attempted to navigate the course in their Mitsubishi Lancer Evolution.
We'd probably hear drastically different stories if we talked to Thapar and Ponnusamy about this particular event, but you know things are bad when "stay on road" and "turn the wheel" are commands given by the co-driver (and yes, that's a man running for his life in the screen shot shown above). As it turned out, though, it seems like the Ponnusamy was justified in his concerns to take care of the racecar. Race results show that despite winning three of the seven stages, this team ultimately ended the race with a DNF.
Scroll down to watch the video, and even though it's been edited down from almost 40 minutes to less than four, we get the idea that it wasn't a pleasant experience for driver or co-driver.

2016 Mitsubishi Outlander First Drive

"There is a golden hour between life and death. If you are critically injured you have less than 60 minutes to survive. You might not die right then; it may be three days or two weeks later – but something has happened in your body that is irreparable." That quote is from Dr. R. Adams Cowley, widely viewed as the father of modern-day trauma medicine. It's an apt description of the straits Mitsubishi finds itself in here in the United States. The company's golden hour has been a long time coming, but with the death of the Lancer Evolution, and a stable that consists of the ancient Lancer, the lamentable Outlander Sport and the abhorrent Mirage, the 2016 Outlander marks the start of this vital 60 minutes. It was with this in mind that we shipped out to San Francisco to test the company's latest compact CUV. Technically a facelifted version of the crossover that debuted at the 2012 Los Angeles Auto Show, Mitsubishi made over 100 changes as part of this refresh. The exterior changes strip away some of the Outlander's boring, conservative elements in favor of a new design language called "Dynamic Shield." Most of the work is from the A-pillars forward, where an assertive chrome-lined grille, restyled headlights, and a new hood are found. Larger LED taillights sit in back, along with chrome elements. As is the fashion nowadays, LED running lights have been added as standard, while the GT gets LED low beams and halogen high beams, as well. The cabin receives similarly small upgrades, updated materials, and a new navigation system. Plastic is the dominant surface, although it's no better or worse than the stuff usually encountered in this segment. Mitsubishi added piano-black accents on the bottom half of the leather-wrapped steering wheel and around the touchscreen navigation system, to class up the cabin. The cloth seats on the entry level models have also been updated, although the leather on the mid-range SEL and top-of-the-line GT we drove is unimpressive. The same can be said of the seats themselves, which are wide and unsupportive, particularly if you suffer from lower back issues, as your author does. You'll get eight-way powered adjustments on the SEL and GT, although lesser trims get by with manually-operated, six-way adjustability. Neither of those setups include lumbar adjustments. The steering wheel tilts and telescopes, at least, regardless of trim level. A standard third-row of seats has long been one of the Outlander's strongest points.

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.