Quick Takeaways
- Mitsubishi Motors global competition strategy focuses on defending profitability while responding to rising Chinese automaker capabilities.
- The company is prioritizing ASEAN-led production strength alongside cautious adoption of digital and AI technologies.
On January 22, Mitsubishi Motors Corporation announced a leadership transition during a press conference outlining its future direction. The company confirmed that Mr. Keisuke Kishiura, currently Corporate Officer and Division General Manager of the Corporate Planning Division, will assume the role of President & COO effective April 1.
Mr. Kishiura highlighted that Mitsubishi Motors’ most critical management challenge is strengthening its position in an increasingly competitive global market. He emphasized that competition is no longer limited to established global OEMs but now includes Chinese manufacturers with rapidly advancing technological capabilities, strong product offerings, and aggressive cost competitiveness.
Mitsubishi Motors Global Competition Strategy Against Chinese Automakers
Addressing this shift, Mr. Kishiura stated, “The biggest management issue is how to compete globally not only with existing strong OEMs, but also with Chinese manufacturers that have high technological capability, product strength, and cost competitiveness.” He added that internal discussions are underway to determine how the company should strategically approach this evolving competitive landscape.
The company is also evaluating how digitalization and artificial intelligence can support its long-term objectives. According to Mr. Kishiura, “The key point is how we will respond and keep up with the latest technologies within the limits of our capabilities,” underscoring a measured and capability-driven approach rather than rapid, unfocused adoption.
ASEAN as a Core Pillar of Mitsubishi Motors Global Competition Strategy
Mr. Kishiura identified ASEAN as a major competitive advantage for Mitsubishi Motors. He explained that vehicles produced in the region are not only sold locally but are also exported to key global markets, including Australia, Central and South America, the Middle East, and Japan.
He stated that these ASEAN-built models play a strategic role in sustaining profitability and global reach. “Models built there are not only sold locally in ASEAN but also in Australia, Central and South America, Middle East, and Japan. They are our strategic vehicles that generate profit,” he said, reinforcing the region’s importance within Mitsubishi Motors’ global operations.
As Mitsubishi Motors navigates leadership transition, rising Chinese automaker competition, and rapid technological change, its global competition strategy remains anchored in regional manufacturing strengths, disciplined technology adoption, and selective global expansion, with ASEAN continuing to serve as a key profit-driving hub
Mr. Kishiura highlighted that Mitsubishi Motors’ most critical management challenge is strengthening its position in an increasingly competitive global market. He emphasized that competition is no longer limited to established global OEMs but now includes Chinese manufacturers with rapidly advancing technological capabilities, strong product offerings, and aggressive cost competitiveness.
Mitsubishi Motors Global Competition Strategy Against Chinese Automakers
Addressing this shift, Mr. Kishiura stated, “The biggest management issue is how to compete globally not only with existing strong OEMs, but also with Chinese manufacturers that have high technological capability, product strength, and cost competitiveness.” He added that internal discussions are underway to determine how the company should strategically approach this evolving competitive landscape.
The company is also evaluating how digitalization and artificial intelligence can support its long-term objectives. According to Mr. Kishiura, “The key point is how we will respond and keep up with the latest technologies within the limits of our capabilities,” underscoring a measured and capability-driven approach rather than rapid, unfocused adoption.
ASEAN as a Core Pillar of Mitsubishi Motors Global Competition Strategy
Mr. Kishiura identified ASEAN as a major competitive advantage for Mitsubishi Motors. He explained that vehicles produced in the region are not only sold locally but are also exported to key global markets, including Australia, Central and South America, the Middle East, and Japan.
He stated that these ASEAN-built models play a strategic role in sustaining profitability and global reach. “Models built there are not only sold locally in ASEAN but also in Australia, Central and South America, Middle East, and Japan. They are our strategic vehicles that generate profit,” he said, reinforcing the region’s importance within Mitsubishi Motors’ global operations.
As Mitsubishi Motors navigates leadership transition, rising Chinese automaker competition, and rapid technological change, its global competition strategy remains anchored in regional manufacturing strengths, disciplined technology adoption, and selective global expansion, with ASEAN continuing to serve as a key profit-driving hub
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