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Key Principles of New Stage 2016
New Stage 2016, covering the three  scal years beginning  scal
2014, builds on the management foundations strengthened
through Jump 2013 and aims to further growth. Mitsubishi
Motors believes that one of the keys to achieving this expan-
sion is leveraging its strategic products—pickup trucks, SUVs
Special Feature: Our New Mid-Term Business Plan, “New Stage 2016”
By steadily progressing in accordance with Jump 2013, Mitsubishi Motors concentrated its management
resources on emerging markets and environmental initiatives. The Company also improved its cost structure
dramatically and raised pro tability. In  scal 2013, the  nal year for Jump 2013, operating income and net
income both hit record highs, putting the Company in a position to enter a new stage of growth. Taking
these results into consideration, we formulated a new mid-term business plan, New Stage 2016, to guide
the Company during the three years from  scal 2014 through  scal 2016.
and crossover models. In addition, we will work steadily to meet
growing global demand for vehicles with eco-car and safety
technologies. We will also continue striving to boost our
medium- to long-term growth potential in the Asian market.
We have outlined  ve key principles to achieve these goals.
Key Principles of New Stage 2016
Enhance the Mitsubishi Motors Brand and Identity
We will step up research and development in a bid
to introduce products that exceed customers’ expectations
and are distinctively “Mitsubishi Motors.”
Boost Revenue by Launching Strategic Models
We will aim to earn higher income on increased sales by
introducing more products where we enjoy
the biggest advantage in our strongest markets.
Reinforce Our Production Base in ASEAN Countries
Positioning the ASEAN region as our key driver of sales and income, we
will augment competitiveness by expanding production at bases in
Thailand and other locations to ensure ongoing market growth.
Make Effective Use of Resources through
Business Partnerships
We will forge alliances with other companies to strategically
and effectively utilize management resources such as R&D
expenditures and fixed costs on production.
Establish an SUV Brand with a Strong Foothold in
Emerging Markets
We will concentrate our investment of resources on Mitsubishi
Motors’ areas of strength: emerging markets and SUVs.
Entering a New Stage of Growth
MITSUBISHI MOTORS CORPORATION
Annual Report 2014 11