2017 Mitsubishi Mirage Es on 2040-cars

Auto blog

2020 Ford Escape plug-in vs. Toyota RAV4 Prime, Mitsubishi Outlander PHEV: How they compare on paper

This year is when the entry-level plug-in crossover market really starts to heat up. Both Ford and Toyota have new models in the 2020 Ford Escape and the 2021 Toyota RAV4 Prime. They join the segment veteran Mitsubishi Outlander PHEV, which has been available in the U.S. since the 2018 model year. And of course that means it's time to look at how the numbers add up while we wait for our chance to drive the new competitors. You can find a chart with all the details immediately below, followed by more detailed analysis. Powertrain One of the key factors for any hybrid, particularly plug-in models, is how little fuel they use. Overall, the Ford Escape is the winner with 100 mpg-e, the fuel economy equivalency for the vehicle when assessing it with a full battery. The Toyota is close behind with 94 mpg-e. We're expecting the Escape to also be a bit more efficient when running only on gas, as it reportedly gets 41 mpg. The RAV4 will likely get 40 mpg, or possibly slightly less, since the non-plug-in RAV4 Hybrid achieves 40 mpg combined. Running solely on electric power, though, the RAV4 edges out the Escape with 42 miles of range versus 37. Behind both of them is the Mitsubishi with just 22 miles of range, 25 mpg on gasoline only, and 74 mpg-e with a full battery. One unique feature the Mitsubishi claims is DC fast charging capability, meaning 80% of its electric range can be restored in just 25 minutes, possibly allowing for more electric use depending on where you're driving it. While fuel economy is a priority for hybrids, customers won't want to compromise on other features. The Toyota is easily the least compromising, as it returns impressive range and efficiency while also providing a whopping 302 horsepower and all-wheel drive. The Mitsubishi also has all-wheel drive, but a comparatively paltry 190 horsepower. The Ford produces slightly more power at 200, but is front-wheel-drive only. While low in comparison to the RAV4 Prime, the Mitsubishi and Ford have very competitive output to many comparably-sized conventional crossovers with base engines, such as the Honda CR-V, Chevy Equinox and others. Size and space Naturally one of the reasons for buying a crossover is for its practical shape for comfortable hauling of people and stuff. In this regard, all three crossovers are very close. The Escape wins out with legroom, the Toyota with shoulder room. Headroom is split between the Toyota and Mitsubishi.

Nissan, Renault break up the Ghosn-style almighty chairmanship

YOKOHAMA, Japan — Japan's Nissan Motor and France's Renault said they would retool the world's top car-making alliance to put themselves on more equal footing, breaking up the all-powerful chairmanship previously wielded by ousted boss Carlos Ghosn. The removal of Ghosn, credited for rescuing Nissan from near-bankruptcy in 1999, had caused much uncertainty about the future of the alliance and some speculation the partnership could even unravel. The companies, together with junior ally Mitsubishi Motors, on Tuesday said the chairman of Renault would serve as the head of the alliance but — in a critical sign of the rebalancing — not as chairman of Nissan. "This is a very special day for the alliance," Renault SA's chairman, Jean-Dominique Senard, told reporters after a meeting at Nissan's Yokohama headquarters. He spoke to reporters along with Renault's chief executive, Thierry Bollore; Nissan CEO Hiroto Saikawa; and Osamu Masuko, CEO of the smaller Japanese alliance partner Mitsubishi Motors Corp. Those four executives will meet every month in Paris or Tokyo and oversee various projects, helping to make the companies' operations more efficient, they said. Nissan has said that Ghosn wielded too much power, creating a lack of oversight and corporate governance. It was not clear who would become Nissan's chairman, vacant since Ghosn was arrested in Japan in November. But the automakers gave no indication of any immediate change in their cross-shareholding agreement, one which has given smaller Renault SA more sway over Nissan. The alliance did not announce any changes in mutual stake holdings. The so-called Restated Alliance Master Agreement that has bound them together so far remains intact, they said. "We are fostering a new start of the alliance. There is nothing to do with the shareholdings and the cross-shareholdings that are still there and still in place," Renault Chairman Senard said. "Our future lies in the efficiency of this alliance," he told reporters at Nissan's headquarters in Yokohama. Senard also said he would not seek to be chairman of Nissan, but instead was a "natural candidate" to be vice-chairman. Former Nissan chairman Ghosn was released on a $9 million bail last week after spending more than 100 days in a Tokyo detention center.

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.