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Future Classic: 1990-2012 Mitsubishi Eclipse

It was meant to be a premiere partnership, pregnant with possibilities: the alliance of a pair of global automotive powerhouses from Japan and America. Eventually the merger gave birth to a trio of highly-regarded sports coupes: the Mitsubishi Eclipse, the Eagle Talon and the Plymouth Laser, cars developed by the company that became Diamond-Star Motors. Although DSM’s beginnings can be traced back to a flirtation in 1970, when Chrysler Corporation took a 15-percent stake in Mitsubishi Motors, the partnership later culminated in a formal pairing in 1985. It was good timing: Chrysler was emerging from near-bankruptcy; the Japanese company just didnÂ’t have anything to please U.S. buyers, and with government-imposed “voluntary” import quotas, its supply lines were broadly restricted. Chrysler, looking to expand its lines, built a plant in Normal, Illinois, but, although Chrysler put up half the $650 million for the facility, it left management to Mitsubishi. And the Japanese facilities provided engines and transmissions. By the end of 1989, production of the Diamond-Star triplets — the Laser, Eclipse and Talon — was in full swing. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Why is the Mitsubishi Eclipse a Future Classic? The Eclipse, supposedly named for an unbeaten 18th-century English racehorse that won 18 races in a row, was the shining star of the line. Because of its long run in series production, the genealogy of the Eclipse is worth discussing. Initially the car, designed at the Mitsubishi Motors North America Design Studio and introduced in 1990, was available in four trim levels: Eclipse, Eclipse GS, Eclipse GS-T (Turbo) and Eclipse GSX. It evolved first as a two-door coupe, later as a convertible or liftback, with front-wheel or all-wheel drive, and with engine choices including naturally aspirated fours, turbocharged fours and V6 options. One really needs a scorecard to chart the generations: 1st Gen (1990-1994), 2nd Gen (1995-1999), 3rd Gen (2000-2005), and 4th Gen (2006-2012). Before the EclipseÂ…well, was eclipsed, buyers of the third and fourth-gen cars could specify a 3.8L V6 engine as well as a four. This swank 2+2 sports car and its nearly identical cousin, the Eagle Talon TSi, emerged as hot rods for the Nineties, and tuners gave them full props for power.

Mitsubishi MI-TECH concept has four electric motors and a turbine engine range extender

Mitsubishi is bringing a new concept car to this year’s Tokyo Motor Show, and itÂ’s already shaping up to be an exciting proposition. We got a teaser photo of the MI-TECH Concept today, and it looks like a short wheelbase convertible SUV. Not only that, but itÂ’s also a two-seater. All this means itÂ’s likely not anything close to what weÂ’ll see in a production car, but the tech onboard is what really grabbed our attention. ItÂ’s a plug-in hybrid, but itÂ’s different than most youÂ’ve seen before. There are four electric motors, two at each axle to provide the best four-wheel drive one could ask for. Then, instead of a traditional gasoline engine generator as a range extender, Mitsubishi is using a turbine engine generator. The Chrysler and GM turbine cars of the 1960s-70s were just ahead of their time, werenÂ’t they? Mitsubishi says this allows the MI-TECH to drive like a series hybrid when the battery pack is depleted. The four-wheel drive system is supposed to provide fantastic performance offroad and also on tarmac, being able to precisely dole out the exact amount of torque to whatever wheel needs it at any given time. Mitsubishi says the entire plug-in hybrid electric system is compact, so as to fit in a small SUV. Think Eclipse Cross or Outlander Sport size. The company already has a plug-in hybrid powertrain for the larger Outlander, but it wants to hybridize its smaller offerings one day, too. We donÂ’t expect the turbine engine to make it into our hands, but this four-motor electric drive system would be sweet in a production car. An augmented-reality windshield is the highlight on the interior of the MI-TECH. It is able to project a variety of information onto the windshield by using optical sensing technology. Hopefully Mitsubishi expands on that when it fully reveals the car in Tokyo. For now, we have the teaser, and it looks pretty neat. Mitsubishi, feel free to release a production version of a roofless, off-road, electrified SUV. We could use something fun in the lineup, as the Evo hole in our heart grows larger by the year.

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.