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Shifting up: From “Building the Foundations for Growth” to Achieving
“Growth and Leap Forward”
Mitsubishi Motors Revitalization Plan
FY2005 FY2006 FY2007
Sales Volume (Retail sales) (Previous calculation method)* 1,344 1,230 1,360
(New calculation method)*
Net Sales ¥2,120.1 ¥2,202.9 ¥2,682.1
Operating Income 6.8 40.2 108.6
Net Income (Loss) (92.2) 8.7 34.7
Assumed Forex Rates Yen/US$1 113 117 115
Yen/€1 137 152 162
(Billions of yen, thousands of units)
FY2007FY2006FY2005
6.8
40.2
108.6
The Road to
“Growth and Leap Forward” >>
Building solid profitability:
Restoring earnings and recovering trust
Message from the President
* The “previous calculation method” included retail units designed by
MMC and sold by other manufacturers under a their brand name
which provided royalty income. The “new calculation method”
initiated in  scal 2011 includes only MMC-branded units.
Mid-Term Business Plans and
Operating Income Trends >>>>
During the three years through fiscal 2010, under Step Up 2010 we
moved toward the objective of building the foundations for growth by
bolstering our strengths and securing steady profits. We were faced
with changes in the operating environment that were well beyond
anyone’s expectations: the global financial crisis, which caused overall
automobile demand to plunge, changes in the demand structure, and
the sudden and rapid appreciation of the yen. As a result, we were
compelled to revise our sales volume and operating performance tar-
gets. Nevertheless, we enjoyed some success in measures to strengthen
our core businesses and transform our operating structure in prepara-
tion for growth. We made great strides toward one of our key objec-
tives: building the foundations for growth.
With the “foundations for growth” put in place by Step Up 2010
(see page 7), Jump 2013 aims to utilize these “foundations” as a
springboard to achieve “growth and leap forward:” moving beyond
restoring our company to enhance operating flexibility to dramatically
increase profitability. We plan to do this by concentrating our operating
resources and promoting ongoing company reforms. With the founda-
tions for growth in place to quickly meet the needs of rapidly expanding
emerging markets and heightening global environmental awareness,
now is the time to make a nimbler Mitsubishi Motors that can quickly
evolve with the dynamically changing global automobile market, taking
its business to a new level to achieve “growth and leap forward.”
MITSUBISHI MOTORS CORPORATION
Annual Report 2011
6