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21
MITSUBISHI MOTORS CORPORATION ANNUAL REPORT 2006
Top Management Interview 2:
Roadmap for Improving Sales
Many dealers on the other hand were upbeat about Mitsubishi vehicles and their standard of quality, and
hardly any dealers felt that there were problems with products. In fact,
Endeavor
was recently ranked No. 1 in
customer satisfaction in the premium mid-size SUV category in a survey by a U.S. market research company.
Also, in the February 2006 issue of
Consumer Reports
, Mitsubishi ranked fourth place in brand-based reli-
ability ratings, following three other major Japanese automakers. In light of these factors, I believe that MMC
is well positioned to further raise the motivation of dealers by continuing to provide vehicles with outstanding
quality, and by clearly demonstrating a long-term commitment to the U.S. market.
Acknowledging that MMC’s approach to the U.S. market was not sufficiently articulated to local dealerships
in past years, and aiming to deepen their understanding of MMC’s resolve, we plan to provide consistent and
reasonable incentive plans for dealerships, as well as support initiatives such as financial services programs.
We are also conducting a major anniversary program commemorating our 25 years of business in the U.S. to
demonstrate our commitment to the U.S. market.
These initiatives are gradually delivering tangible results. In the first quarter of fiscal year 2006, retail
sales increased year on year, indicating that U.S. sales have bottomed.
Letting Mitsubishi Fans Know MMC is Back
Q: What kind of year do you want to make fiscal year 2006?
<President Masuko>
For over 30 years, MMC has been known for its participation in a wide range of motor sports, particularly the
Dakar Rally. We were also one of the first Japanese automakers to start production in the ASEAN region, a
move that contributed to the host countries’ growth and industrial development. These activities have won us
a large number of fans, who have given Mitsubishi vehicles high marks for their design and superior perfor-
mance. Our fan base is one of our most valuable assets. Our deep-rooted popularity in Asia and Europe is now
our main source of earnings in these regions, where we are determined to steadily reinforce our presence in
the years ahead. MMC also plans to restore profitability at all levels in fiscal year 2006. To achieve this goal
we must rebuild the Mitsubishi brand in Japan and the U.S., where it has been damaged.
Top Management Interview 2