Furthermore, culture clashes between Mitsubishi and Peugeot Citroen personnel combined with the fact that Peugeot already sells an unpopular, rebranded version of Mitsubishi's Outlander SUV does not bode well. Entering into a merger to sell SUVs in the developing world seems like focusing on what is becoming a vehicle design of the past, rather than the future, as well as an organizational strategy of the past (merging with another troubled company). Creating a new, leaner style for a fleet of fuel-efficient, small, affordable vehicles for the expanding Chinese market would likely draw investors and inspire...

Shedding brands, resisting the impulse to add another company under its fold, and instead creating a disciplined and coherent script for its dealers around the world, and a single, quality-controlled process to govern its factories seems a better way to deal with its current organizational difficulties.
Reference

Asian alliances. (2009, December 9). The Economist. Retrieved January 12, 2010 at http://www.economist.com/businessfinance/displaystory.cfm?story_id=15063005