Mitsubishi 2004 Annual Report Download - page 21

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19
PRODUCT DEVELOPMENT STRATEGY
The Company’s first priority is to concentrate on
creating products that offer new value without
compromise and that are uniquely Mitsubishi Motors.
This will lead to restored customer trust and allow the
Company to rebuild its brand image.
AKIRA KIJIMA
Managing Director
Head of Product Operations
REBUILDING MITSUBISHI MOTORS’ BRAND IMAGE
To revitalize operations, MMC must provide in a timely fashion products that excite customers. To this end, the
Company’s first priority is to concentrate on creating products that offer new value without compromise and that are
uniquely Mitsubishi Motors, as shown in the Business Revitalization Plan. This will lead to restored customer trust and
allow the Company to rebuild its brand image.
The second priority is to provide this value at a competitive cost and return to a profitable business structure. The
third priority is to continuously advance these efforts in order to create automobiles that fascinate customers and
contribute to society.
In an effort to rebuild MMC’s brand name, the Company reconsidered what makes Mitsubishi Motors unique.
Traditionally, MMC has aimed to create automobiles that are “simple and sturdy,” “rugged and long lasting,” and
offer a “responsive ride” that customers have highly praised. The Company believes that returning to the basics of
our DNA in creating automobiles that are uniquely Mitsubishi Motors is the first step toward rebuilding our brand
name. Accordingly, MMC’s base DNA can be identified as two categories: SUV-DNA as demonstrated in the durability
and dynamism of the Pajero, and Sporty DNA as shown in the smooth ride and fun-to-drive concept of the
Lancer Evolution.
In producing new automobiles, MMC aims to create distinct new value in terms of concepts, styling and technolo-
gies through the continued infusion of its DNA. To communicate these new values to customers, MMC has renewed