2003 Mitsubishi Eclipse Gs Coupe 2-door 2.4l on 2040-cars

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Mitsubishi slashes annual profit forecast on slowing car sales

TOKYO — Mitsubishi Motors on Wednesday cut its full-year profit outlook by 67% as it expects sluggish demand in North America and China will continue, while a strong yen and research and development costs will also hurt the automaker's bottom line. Japan's sixth-largest automaker now expects operating profit to come in at 30.0 billion yen in the year to March, down from a previous forecast for 90.0 billion yen. The new outlook would be Mitsubishi's lowest profit since the year ended March 2017. The downgrade comes after Mitsubishi, in which Nissan holds a controlling stake, reported a 78% plunge in operating profit during the July-September quarter to 6.3 billion yen, lower than a mean forecast for 16.26 billion yen from analysts polled by Refinitiv. It joins a growing number of Japanese automakers which are bracing for lower profitability. Earlier on Wednesday, Subaru lowered its annual profit forecast due to a stronger yen and a cut in domestic output due to a major typhoon last month. Mazda and Suzuki have also cut their respective outlooks within the past month due to slowing demand for their cars. Earnings/Financials Mitsubishi

Junkyard Gem: 1989 Mitsubishi Galant Sedan

The history of the Mitsubishi Galant in North America goes all the way back to the 1971 model year, when Chrysler imported the first-generation Galant and badged it as the Dodge Colt. Later in the 1970s, we got Galant coupes badged as Dodge Challengers and Plymouth Sapporos, and Mitsubishi began selling Galants (now with front-wheel-drive) with the company's own badging starting in the 1985 model year. The sixth-generation Galant arrived here for the 1989 model year, as a stylish and technology-packed competitor to the Taurus, Camry, and Accord, and it made a fair-sized splash in the automotive world. You'd have a tough time finding one of these cars today, but this '89 appeared in a self-service yard in Phoenix a couple of months back and I was there to document it. 159,385 miles is a respectable total for a 1980s car, and this one looks clean enough to indicate that it had conscientious owners for most of its 31-year life. Check out the dual analog trip counters, the sort of cool little feature Mitsubishi did so well during this era. One of this car's owners (probably its final owner) applied glue-on bling to many locations inside the car. A fairly typical Japanese sedan interior for the late 1980s and early 1990s, though a bit flashier than what Toyota and Honda were doing at the time. The base Galant sedan listed at $10,971 in 1989, versus $12,400 for a Ford Taurus L sedan, $12,105 for a base Chevrolet Celebrity sedan, $11,488 for a base Toyota Camry sedan, and $11,770 for a Honda Accord DX sedan. That was a good price for a competent and fuel-efficient sedan with a modicum of sportiness. Power came from a 2.0-liter 4G63 Sirius four-cylinder rated at 102 horsepower. This engine went into a list of vehicles longer than a Mitsubishi HIIB rocket, everything from the Eclipse to the Great Wall Coolbear, and you can buy a brand-new BAW BJ2022 Brave Warrior with 4G63 power to this day. Protected by the Nassau County PBA and Radio Shack. This car must have begun its career in New York, then moved to Arizona. Some Americans still bought midsize sedans with manual transmissions during this era, but their numbers were in steep decline (Ford stopped selling three-pedal Tauruses, other than the SHO after 1988). This car has an automatic, though I have found a bullet-riddled '91 Galant with a 5-speed during my junkyard travels. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Mitsubishi Motors shareholders approve ouster of Ghosn

TOKYO — Mitsubishi Motors Corp. shareholders approved on Friday the ouster of Carlos Ghosn, who was pivotal in the Japanese automaker's three-way partnership with Nissan and Renault until he was arrested on financial misconduct charges last year. The vote took place in a two-hour general meeting of shareholders at a Tokyo hotel. Nissan Motor Co. owns 34% of Mitsubishi Motors. Osamu Masuko, who was reappointed chairman, promised to strengthen governance and transparency and monitor wrongdoing. More outsiders will check executive appointments and compensation, he said. Nissan shareholders held an extraordinary shareholders' meeting in April to oust Ghosn as chairman. He resigned from French alliance partner Renault SA. The Mitsubishi shareholders also approved the appointment of Renault's chairman Jean-Dominique Senard to replace Ghosn. Renault owns 43% of Nissan. Nissan, based in the port city of Yokohama, is holding a general shareholders' meeting next week to approve other measures, including setting up committees to strengthen governance. Nissan said late Thursday two Renault executives will be on the committees. Renault earlier said it would abstain in that vote, and the greater representation promised on the committees may gain Renault's approval. Renault said in a statement that it welcomed Nissan's decision but did not say how it planned to vote. "The agreement reached on Renault's presence in Nissan's new governance confirms the spirit of dialogue and mutual respect that exists within the alliance," it said. Some analysts suggest a deepening rift between Renault and Nissan after a planned merger between Renault and Fiat Chrysler fell through earlier this month. Nissan expressed reservations about immediately joining the merger. Masuko told shareholders the auto industry faced challenges because of the costs of advancements such as emissions standards and self-driving technology. He said the Tokyo-based automaker will pursue focus over expansion, repeatedly highlighting the company motto "small but beautiful." He also stressed the importance of auto alliances. "We want to be a profitable company even if smaller in scale," he told shareholders. One Mitsubishi Motors shareholder expressed anger over the Ghosn scandal. But most of the questions were about new models and market strategy.