Group 1 - Mitsubishi Motors launched a new SUV "Destinator" in Jakarta, Indonesia, aiming to strengthen its market presence in Southeast Asia amid declining market share due to competition from Chinese companies [2] - The "Destinator" is a 3-row, 7-seater mid-size SUV equipped with a 1.5-liter turbocharged engine and five driving modes suitable for ASEAN conditions, set to be released on July 23 [2] - Mitsubishi plans to sell 10,000 units of the "Destinator" in Indonesia by 2025, which would account for over 10% of its projected sales in the country for 2024 [3] Group 2 - Indonesia, with a population of 280 million, is the largest new car market in ASEAN, where Mitsubishi holds an 8% market share, ranking third after Toyota and Honda [5] - The competitive environment is intensifying, with new car sales in Indonesia expected to decline by 14% in 2024, dropping to 860,000 units, and a further 9% decrease in the first half of 2025 [5] - Mitsubishi aims to expand its electric vehicle (EV) offerings and plans to localize EV production in Indonesia, taking advantage of tax incentives for hybrid vehicles [5] Group 3 - Mitsubishi's operating profit in ASEAN fell from 63.6 billion yen in FY2019 to 19.8 billion yen in FY2024, indicating a significant decline in profitability [7] - The company anticipates a 28% decrease in consolidated operating profit for FY2025, down to 100 billion yen, largely due to the impact of U.S. tariffs [7] - The strategic importance of ASEAN is increasing for Mitsubishi as the company seeks to navigate challenges in the U.S. market and capitalize on the growing middle class in the region [7]

Core Viewpoint - Japan's Nippon Steel, led by CEO Eiji Hashimoto, acknowledges China's dominance in steel production but emphasizes that it does not equate to being the best, citing differences in pricing and profitability among domestic products [1][6]. Group 1: Acquisition of US Steel - The acquisition of US Steel by Nippon Steel was a result of lengthy negotiations, deemed beneficial for both the US and Nippon Steel, with the final agreement reflecting a mutual understanding of the need for revitalization in the US steel industry [1][2]. - The local community, initially skeptical, recognized that the partnership with Nippon Steel was essential for the economic recovery of the region, especially after observing the struggles of competitors like Cleveland-Cliffs [2]. Group 2: Operational Reforms - Hashimoto outlines a two-step approach to operational reform: first, restoring profitability to motivate employees, and second, ensuring sustainable growth over the next 10 to 20 years [3]. - The first step involves top-down reforms, while the second requires a cultural shift within the company to foster a growth-oriented mindset among employees [3]. Group 3: Challenges in the US Steel Market - The US steel industry faces challenges such as low production rates and high variable costs, which hinder competitiveness despite existing demand [4]. - Nippon Steel has already dispatched 40 technical personnel to address these issues and improve production methods [4]. Group 4: Market Demand and Product Contribution - There is a significant demand in the US market that can support increased production, particularly in sectors like AI and electric vehicles, where Nippon Steel can provide high-performance materials that are currently lacking in the US [5]. Group 5: Competitive Landscape with China - Hashimoto expresses concern over China's aggressive expansion in the steel market, particularly in emerging markets like India and Thailand, and emphasizes the need for proactive measures to counter this trend [6][7]. - The company aims to maintain its competitive edge by focusing on high-end steel products in markets with clear growth potential [9]. Group 6: Future Aspirations - Nippon Steel aims to reclaim its position as the world's leading steel producer within the next decade, targeting a crude steel production of 100 million tons, while also maintaining its technological leadership in Japan [8]. - The company is open to further acquisitions, particularly of smaller manufacturers in the US, to enhance its market position, while remaining cautious about the competitive landscape in Asia [9].

卡罗拉运动版也将不再有汽油车 包括卡罗拉系列的"旅行版"和"运动版"共3款车型将在5月19日前进行部分改良，销售车型将集中于混 动。丰田近年的新车型中不再设置汽油车的情况也越来越多…… 版权声明：日本经济新闻社版权所有，未经授权不得转载或部分复制，违者必究。 丰田5月9日发布消息称，将在日本国内停售轿车"卡罗拉"的汽油车。包括卡罗拉系列的"旅行版"和"运 动版"共3款车型将在5月19日前进行部分改良，销售车型将集中于混合动力车（HV）。丰田正在全力发 展二氧化碳排放量比汽油车少的混动车，代表车型卡罗拉也将统一为混动车。 日经中文网 https://cn.nikkei.com 丰田在卡罗拉上采用了推出多款车型的"群战略"。随着3款车型统一为混动，剩下的汽油车仅有 SUV"CROSS"和跑车品牌"GR卡罗拉"。 丰田已表示将于10月底停产卡罗拉系列的轿车"AXIO"和旅行车"Fielder"，正在缩减车型数量。 丰田近年的新车型中不再设置汽油车的情况也越来越多。从2022年起推出的高档车"皇冠"系列的4款车 型中均设定了HV、插电式混合动力车（PHV）和燃料电池车（FCV）。 ...