Thomas Weigand knows what was wrong at Mitsubishi Motors before DaimlerChrysler bought its controlling 37.3 percent in April 2000. Engineers made all the decisions and buyers in Europe
"We have to be market-driven," said Weigand, head of European sales and marketing. "We must move away from production engineering and processes."
An insider acknowledges there was no money for new models because Mitsubishi was financially crippled by two huge commitments: developing gasoline direct-injection (GDI) systems and auto manufacturing in Europe.
Both projects were radically altered once Mitsubishi came under DaimlerChrysler control.
The NedCar …
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