1995 Mitsubishi 3000gt 5speed Manual Super Low 54k Miles V6 on 2040-cars

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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.

Nissan is exploring the sale of its 34% stake in Mitsubishi

TOKYO — Nissan is looking to sell some or all of its 34% stake in Mitsubishi Motors, Bloomberg News reported on Monday, citing unidentified sources, a move that would reshape a three-way alliance that includes France's Renault. Nissan shares rose 5% on the news. Mitsubishi Motors was up 3%. "There are no plans to change the capital structure with Mitsubishi," a Nissan company spokeswoman told Reuters in an emailed statement. A Mitsubishi Motors spokesman said the same, adding the company would continue to collaborate within the alliance. Renault did not immediately respond to an email seeking comment. Nissan, struggling to recover from the pandemic-induced downturn, could sell its stake to a Mitsubishi group company such as Mitsubishi Corp, which already owns a fifth of Mitsubishi Motors, Bloomberg said. Such a deal would fundamentally alter a three-way partnership built by Carlos Ghosn, former chairman of the alliance, which plunged into confusion when he was arrested in 2018 on charges of financial misconduct. Ghosn had wanted a full merger of Renault and Nissan, which was shelved, according to Reuters sources, as the companies decided to fix the troubled alliance. The pandemic has, however, compounded problems and made a recovery hard. Nissan, which is 43% owned by Renault, last week cut its operating loss forecast for the year to March by 28%, helped by a rebound in demand, especially in China. Mitsubishi Motors, Japan's No.6 automaker, expects to post an operating loss of 140 billion yen for the business year. Both companies are cutting production levels and costs in a bid to return to profitability. Related Video:

Mitsubishi to offer new Galant, Montero in US?

We admit it - we've been skeptical about Mitsubishi's fortunes here in the US for a long time now, and this month's reveal of the 2014 Mirage subcompact at the New York Auto Show didn't do much to quell our consternation. Yes, the Mirage should attract a certain portion of the buying population based on what will likely be the best fuel economy figures in its segment and a low price, but the profitability of basic small cars is limited even under the best of circumstances. Mitsubishi is clearly going to need something meatier in its portfolio if it wants to get back on track financially.
Help appears to be on the way. According to The Detroit Free Press, Masatoshi Hasegawa, the company's executive vice president here in North America, has confirmed that at least two more models are destined for the company's US dealerships, and it looks like they're going to be entries into higher-volume, higher-margin segments. Hasegawa pledges that the company will overhaul its lineup over the next two to three years, and one of them will be a successor to the often-ignored Galant, a midsize sedan we last saw for the 2012 model year.
And what of the other model? Apparently it will be an unnamed "bigger brother" for the new 2014 Outlander, an acknowledgment that suggests Mitsubishi is considering bringing its Montero/Pajero SUV back to the States. Earlier this month, we heard a report that a next-generation model for the venerable off-roader remains a few years out, but it's possible Mitsubishi might import the current aging model before the new one is produced. A big shift is said to be in the works for the fifth-generation model, with a massive weight loss and possible plug-in hybrid variant tipped as top goals for the program.