based on the news dalam the Star, Proton akan re-badge Mitsubishi
model in order to replace Perdana and Mitsubishi akan re-badge
Persona sebagai balasan...
tak tau la bila... anyway, the model shown in the blog mcm rupa
Nissan Sylphy je... baik beli nissan je... hehe
--- In automobil@yahoogrou
wrote:
>
> Gua dpt dari http://autoindustri
perdana-replacement
> Â
> Monday, April 14, 2008
>
> Proton Perdana replacement.
>
>
>
>
> Rumours of a new Perdana replacement have been making its round on
many Malaysian forums after images of a Proton-badged mid-size sedan
began to surface on the Internet. I wish to put a couple of things
straight. Unless there was an abrupt turn between the middle and end
of 2007 which I was not aware of, this project was a still-born and
has since been shelved by Proton.
>
> If you ignore the badging, the car in question is actually an
Australian built Mitsubishi 380, a mid-size sedan largely designed
for the Australian and Middle-East market, one of the two largest
markets outside the United States for medium sized sedan. However,
the vehicle was launched at a time of rapidly escalating prices
which has dampened much of the Australians appetite for medium sized
sedans.
>
> As the global car market is shifting towards more fuel efficient
small cars, the 380 is competing in a reducing segment.
Mitsubishi’s woes were further compounded by the fact that it had
to compete with the segment domineering Toyota Aurion (Asian Camry)
and the favourite among old-school nationalistic Australians â€" the
Holden VE Commodore and Ford Falcon. Even sales of the Aurion has
been encouraging (though Toyota’s success has been at the expense
of Ford and Holden), Toyota too has to admit that the Aurion is
competing reducing market segment. Hampered by poor sales and an
under-utilized factory, Mitsubishi Motors Australia was desperately
seeking for an export program. Malaysia’s Proton seemed like a
possible partner.
>
> With background out of the way, the vehicle in the picture was
actually shipped in to Malaysia from Mitsubishi’s Tonsley Park
plant in early 2006 for homologation and local climate assessment by
Proton, as the two companies seek to review their depressive
financial positions. Though product wise the car could be considered
as a replacement for the long-serving Perdana, both Mitsubishi and
Proton had different requirements as a company. Mitsubishi was
looking for an export deal, which does not make much sense to Proton
as its Tanjung Malim and Shah Alam plants were grossly under-
utilized as well. Plus, as Australia is not part of AFTA group and
as such import duties will be very prohibitive. And with the
unfavourable currency exchange rates, the deal did not went any
further.
>
> But the final nail was placed on the coffin when during a closed-
door viewing by the Prime Minister of Malaysia Abdullah Ahmad
Badawi, the 380 got a thumbs down as the PM is not too keen on
Proton continuing to re-engineer other foreign models. He wants to
see Proton working harder to develop home-grown cars.
>
> By March 2007, it was pretty obvious that no export deal could be
possible to Malaysia as Mitsubishi Motor Australia were forced to
shutdown its Tonsley Park operations after years of flagging sales
and massive financial losses.
>
>
> An Australia news network's report on Tonsley Park plant closure.
Take note of the socio-political implications and the political
pressures that car industry executives face.
>
> Personally, I see Mitsubishi as a company endowed with many
brilliant engineers, as shown in the prowess of its rally-bred
technology. However the direction and business sense of the
company’s leaders always come across to me as a bit lacking.
Mitsubishi’s involvement in motorsports, especially in world
rallying has been instrumental in raising its brand profile and
awareness. However, it seems as though everything just stopped
there. It seems that there isn’t any clear direction on
capitalizing on its motorsport success nor is it how does the
company’s motorsport activities filters down to its everyday cars.
>
> Take BMW AG for example, there is a very clear direction for
BMW’s motorsport involvements and the role of its “halo-
models†like its M3 and M5 on its lesser 3-series and 5-series
siblings. Same thing goes to Mercedes-Benz and Audi’s AMG and RS
badged “halo modelsâ€. Both BMW and Mercedes-Benz uses F1 as its
global branding tool, while Audi and Mercedes-Benz uses the DTM for
its road cars in Europe. Audi uses Le Mans to prove a point of its
diesel technology used in all its diesel models from the humble A3
right up to its flagship A8. So Mitsubishi uses WRC to prove its
fancy electro-mechanical 4WD, which is used only by…err…the
Lancer Evolution?
>
> Closer to home, Mitsubishi Motors Malaysia has been trying its
luck to penetrate into the Malaysian D-segment sedan market with its
superbly styled (exterior at least…) Lancer 2.0GT, undercutting
the dominant Civic and Corolla Altis by large sum. However, a poorly
thought out sales plan has resulted in Mitsubishi being swamped by
orders with a waiting list stretching up to 7 months. So there is
opportunity cost involved with unfulfilled demand leading to lost
sales while it could have made more profit and satisfying more
customers by not engaging in a price-war with Toyota and Honda in
the first place. So right from the start, Mitsubishi has already
been perceived as a third-rate cheaper Japanese brand (second-rate
being Nissan).
>
> Price-wars works on services products (telco services for example)
as the goods are non-tangible and value-added services can be tie-ed
in and altered accordingly. However for manufactured products where
there are production cost involved, standardised manufacturing
processes to adhere to and having a relatively short product life
cycle, engaging in a price-war will ultimately hurt your bottom
line. At the moment, the Lancer is perceived a cheap alternative to
the dominant Civic and Altis. So its sales will continue to be
encouraging, so long as they continue to maintain its current price
perpetually. Come its newer replacement model, Mitsubishi is likely
to face a hard time convincing its customers that an increase in
price is justified.
>
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