Mann’s Mitsubishi masterplan
Mitsubishi’s big plans Trevor Mann calls for patience 11 fresh models on the way
Brit boss says Japanese firm has huge scope for growth
MITSUBISHI will need to be patient before it can really reap the rewards of its new-found position in the mighty Renault-nissan Alliance, according to the Japanese brand’s chief operating officer, Trevor Mann.
Mann came up through the ranks of Nissan’s Sunderland factory to become one of the Alliance boss Carlos Ghosn’s most trusted lieutenants. He was parachuted into his position at Mitsubishi soon after the brand was taken over last year. Since then, he’s racked up 223,000 air miles and visited 23 countries, aiming to get a global view on Mitsubishi’s issues.
Just before the recent Tokyo Motor Show, where Mann’s team launched the dramatic E-EVOLUTION concept, the firm announced a three-year plan that will bring to market 11 fresh products, six of them all new. It also confirmed that the next version of the Outlander will switch to the same chassis as the Nissan Qashqai and Renault Kadjar.
Mann explained that this move is the start of a search for synergies to help Mitsubishi launch products more cheaply, but admitted it will take time. “To get the synergies that bring down the costs, we need to align our platforms [with Renault and Nissan],” he said. “As an example, we’re contributing financially to the project that will support the next Outlander, and bringing our plugin hybrid tech to it. But in theory, we only have to pay for a third of a new platform.
“However, there could also be products that are losing competitiveness but where
News “I’m disappointed with where we are in the US. We’re not punching our weight, especially as a brand known for our SUVS. We need to work on the network and service” TREVOR MANN Chief operating officer
the next generation of the Alliance platform that would suit them won’t be ready until a couple of years later. And that will give us a decision to make; we’re in a transitional period, and it’ll take a few years before everything naturally aligns.”
Mitsubishi is a global brand, with strong market shares in regions such as Australia and New Zealand, but Mann said the firm needs to work hard to develop its sales in China, and to improve its fortunes in the United States, before it will start to earn enough cash to really expand its line-up.
“I’m disappointed with where we are in the United States,” he continued. “We’re not punching our weight there, especially as a brand known for SUVS. We need to work on the dealer network and customer service; then if we get the right product we’ll be able to realise our ambition.”
And what of two of Mitsubishi’s most famous names: Pajero (Shogun in the UK) and the Lancer that spawned the iconic rally-bred Evo saloon?
“Do I have a fixed solution for those two vehicles today? No,” Mann said. “Are we scratching our heads, trying to understand what we’re going to do to find solutions? Yes. They’re on our radar but we can’t just look back and say, ‘Ah yes, we had a great car. Let’s make another one’. The trends have moved on. We need to lead with our brains, rather than our hearts.”