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19
MITSUBISHI MOTORS CORPORATION ANNUAL REPORT 2006
Top Management Interview 2:
Roadmap for Improving Sales
Fujio Cho
Managing Director since June
2004
In Charge of Domestic Sales
Promotion Group Headquarters
In the past, I believe there was a major breakdown in communication between MMNA and U.S. dealerships.
Marketing and incentive strategies cannot be effective without understanding the approaches taken by
dealerships, who are closest to customers. In other words, only by establishing strong relationships with
dealerships based on trust can effective sales strategies be formulated. That’s why the first step I took after
being appointed as President and CEO of MMNA was to visit Mitsubishi dealers and listen to their views and
requests. This feedback was reflected in various sales initiatives. To this end, in my first six months I visited
200 dealerships, roughly half of our U.S. sales network. These visits also demonstrated our strong commit-
ment to reviving operations in the strategically key U.S. market.
*Supplied by DaimlerChrysler AG on an OEM basis.
Q: The next question is for Managing Director Cho. How are
domestic sales progressing?
<Managing Director Cho>
MMC did its utmost to ensure the successful launch of the new
Outlander
and
i
models in Japan. I’m truly
grateful to consumers for their support for these two models, which got off to a strong start. Above all, the
strong response garnered by these two models in Japan, where we were most heavily affected by past recall
issues, is providing impetus for accomplishing the goals of the revitalization plan as we strive to win back the
confidence of customers.
Following the launch of the two new models, MMC held model exhibits at Mitsubishi dealerships for three
consecutive weeks. 66,000 customer groups previewed
Outlander
and 100,000 customer groups previewed
i
. These figures represent nearly double the attendance at past similar events to promote the launch of such
hallmark Mitsubishi models as
Pajero (Montero)
and
eK Wagon
. Furthermore,
Outlander
was the number one
selling vehicle in the SUV category in the second half of fiscal year 2005. These accomplishments were the
culmination of concerted efforts by the entire MMC group, from development to production to sales, to
promote the new models before launch. The success of this program has helped to restore confidence at
MMC, as well as at affiliated companies and dealerships.
Top Management Interview 2