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Mid-Term Business Plan “Jump 2013” Business Strategies
Strengthening global strategic models/
eco-car models
Fortifying involvement in sales business
in emerging markets
Reforming the cost structure
Pursuing business alliance opportunities
for prot increase
Reinforcing business foundation
R&D
Production
Sales
Concentrate business resources in emerging
markets & environmental initiatives
Increasing production capacity in
emerging markets while adjusting it to
natural demand in mature markets
Automobile Demand by Region
CY2013
(Forecast)
CY2010CY2007
(Millions of units)
68 68
83
Emerging markets: China, Russia, ASEAN, Brazil, others
Mature markets: Japan, North America, Europe (excluding Russia), Australia
Mature
markets
Emerging
markets
CY2013
(Forecast)
CY2010CY2007
68 68
Automobile Demand by Segment (Millions of units)
D segment
and above
C segment
and below
83
“Jump 2013,” Our New Mid-Term Business Plan to Create a Nimbler
Company for the Dynamically Changing Global Automobile Market Ahead
Although the global economy has now emerged from the worst
of the global financial crisis triggered by the Lehman Brothers
collapse, demand recovery in advanced countries is sluggish,
and numerous uncertainties remain. Against this backdrop, we
believe that it may prove difficult for automobile demand in
Japan, Europe, the United States and other mature markets to
return to pre-crisis levels within two years, by 2013. However,
we anticipate that demand for automobiles will continue to rise
in China and other emerging markets.
Regarding the global demand structure, emerging markets
will play a greater role than ever in global automobile demand
in the near future. We believe that emerging markets, which
accounted for slightly more than 30% of the global market in
2007, will have risen to around 50% by 2013. As growing
environmental awareness worldwide prompts demand for smaller
models and as the middle class in emerging markets expands,
we expect compact cars in the C segment and below to drive
growth. Therefore, automobile makers’ model mixes will have
to shift in line with these developments. Furthermore, with
the rapid popularization of electric vehicles and plug-in hybrid
vehicles that reduce environmental impact, indeed it is not far-
fetched to say that we are entering an era of dynamic change in
the global demand structure for automobiles.
MMC believes that these coming changes point to oppor-
tunity. In order to take advantage of these circumstances, we
have centered Jump 2013, the new mid-term business plan, on
the concentration of operating resources in emerging markets
and environmental initiatives, as well as promoting ongoing
company reforms. Through Jump 2013, we will create a nimbler
company ready to take advantage of these upcoming changes
and achieve “growth and leap forward.”
MITSUBISHI MOTORS CORPORATION
Annual Report 2011 5