Mitsubishi 2007 Annual Report Download - page 9

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7
Q2. What have you achieved over the past two years
under the Mitsubishi Motors Revitalization Plan?
A. One success has been the development of new
models on schedule and the rollout of attractive new
models in line with the Mitsubishi Motors Revitaliza-
tion Plan. Particularly noteworthy were the
Outlander
and
i
models, which have won high marks. We have
clearly seen MMC win the support of numerous cus-
tomers, and this has greatly encouraged MMC em-
ployees. Furthermore, the new
Lancer
model, which
was launched first in North America in March 2007,
has made a strong start. I have high hopes for this
model to fuel our comeback in the North American
market. Another achievement of the plan has been
the success of so-called global strategic models, in-
cluding not only the models I just mentioned, but
also the new
Pajero
and
Triton (L200)
, which is pro-
duced in Thailand and exported to more than 140
countries, including European nations.
The change in the mindset of employees has been
just as significant. MMC employees faced extremely
painful and trying circumstances during the recall
Interview With President Osamu Masuko
scandal of 2004. Today this experience motivates
all employees to work with a shared sense of tension
and urgency. I have seen significant progress over
the past two years particularly in our focus on built-
in quality, increasing response speeds on product
issues and enhancing service from the customer’s
perspective. However, winning back customer con-
fidence is an ongoing process. I feel that we still
need to more properly identify customer needs and
reflect them in products and the development as-
pects of our operations.
As a senior executive, I believe it is crucial to
continuously build on the first two years of the Re-
vitalization Plan. The auto industry is fiercely com-
petitive, and management must constantly share a
strong sense of urgency with employees as we con-
tinue to tackle challenges.