ABM Q4 - Flipbook - Page 21
INT ERVIEW
MITSUBISHI
(BiK) advantages. The aim is for this
to make the product attractive to both
retail and fleet customers, making
sure there is the right product mix for
customers’ requirements.
Market changes
In a very crowded market, Mitsubishi
relies on heritage, a loyal customer
base, and its continued presence in
the aftermarket.
Nevertheless, new entrant OEMs are
popping up seemingly every week,
and there is a constant debate around
the role that brand loyalty is playing in
such a buoyant market. This is a hard
enough question for any OEM to answer,
let alone one that has the task of reentering the new sales market.
Sheward says that the market is likely
the busiest it has ever been, but that
Mitsubishi still has its distinctive place.
He adds: “We have the advantage
of being a really well-established and
highly trusted brand, with decades of
heritage in the UK.
“Our products are bringing in existing
Mitsubishi users, as well as entirely new
customers to the brand. In addition to
that, because we kept everything going,
there is still a significant Mitsubishi
vehicle parc in the UK at the moment.
“Bringing both L200 and Outlander
PHEV into the market was a thoughtthrough process, because they were
both top sellers previously.”
EVs are also a huge part of any
conversation about the future of the
automotive industry; choosing to bring
out a PHEV and not a fully electric
vehicle (EV) could, therefore, be seen as
missing an opportunity.
Sheward explains that, while the
market remains incredibly diverse,
Mitsubishi will assess any opportunities
that are available. He says that
customers have different needs, and
there is not a single solution that works
for everyone. The Outlander PHEV, for
example, was designed to provide
flexibility with its electric capability.
A PHEV is also a good ‘in-between
vehicle’ for customers that are not quite
ready for a fully electric car, Sheward
adds. The road to electrification requires
a culture change, and having a product
that can bridge the gap between ICE
and EVs is one path.
Mitsubishi is not trying to compete
in the full EV segment at the moment,
according to Sheward, and the
reintroduction of the Outlander PHEV
and L200 allow it to immerse itself back
into the market comfortably.
Sheward says: “Education is the
biggest thing for the marketplace, not
only for all of us, but also for customers.
"I understand that people will come
on the journey at different times and
different paces. [EV] does not always
suit everybody's lifestyle, so confidence
will be key.”
Future focus
Mitsubishi’s focus now is on three key
areas: rebuilding its sales network,
relaunching two vehicles, and providing
support to its existing owners and
aftersales business.
Sheward says: “Our priority is to
help dealer partners continue building
momentum, and reconnecting with
both those loyal customers, and finding
conquest customers as well.”
The aim is to invest in awareness,
making sure the brand is being placed
where the right customers are going to
see it.
Having an established brand return
to the market with updated products
and a developed motivation will be an
interesting journey to observe.
However, in many ways, Mitsubishi
never really left in the first place.
ALEX SHEWARD
Q2 2026
Q4
AUTOMOTIVE BUSINESS
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