Chrysler - Fiat strategic alliance

Few days back I received a mail from my OSPD prof. Nagendra sir on this strategic alliance, which was published in 'Business Week'.
Many experts said that the bailout, the companies have got, wasn't sufficient. I accept that $4bn bailout package given to Chrysler isn't sufficient. But the company itself is responsible for its condition. The US govt. is giving huge amount of money to these companies because these companies (GM, Chrysler, Ford) have acquired such a massive size that US economy relies on their success (blindly). To save thousands of people from being unemployed, US govt. is bound to take this step. But it is a big game that is played among various companies, big or small. It should be left upon them how they strategies their game and how well they play it. If big companies fail, small companies on the other hand get something (opportunity, profit whatever you say). Let the game be fair and just for all. otherwise save small companies too. Everyone knows how much the senior officials (even presidents and CEOs) spent their time standing outside the office of US president, or higher govt authorities and congressmen and lobbied to get bailout. Small companies cannot do this. I think govt should not have interfered.
Now one major benefit I could understand from this strategic alliance is the Distribution Network that both the companies will get in eachother's countries and also in those places where they have their stable foot. but what 'Complementary benefit' both of them will get as was said by Bob Nardelli, Chairman & CEO, Chrysler, I am not able to understand. Both are car manufacturers. both use new technology. Being in contact with German manufacturer Daimler-Benz, Chrysler might have learnt German technology (which itself is a brand). One, of small use benefit Fiat can get, is access to Chrysler's superb jeeps & minivan models. But there is no such thing as complementary in that.
Let us see what will come out of this deal. A Diamond or a black Diamond....

What I do...

As a student of MBA you have to develop interest in either of marketing, finance, HR, operations etc. So i also had to. i am interested in marketing as of now. Thanks god i am now sure of my field for specialization for 4th term otherwise earlier I was confused b/w marketing and finance. I always get good marks in both. My selection for Summer Training in JWT (eventually world's 4th largest ad agency),Chennai has also influenced my decision to choose Marketing as specialization.
By the way, now a days I am busy with lot of stuffs like reading 'Ogilvy on advertising", mulling over systems & structure, searching for a good topic to write a research on marketing, collecting articles for our In-house management magazine 'The Chanakya'(being the co-editor of it) and our college's Anuual rural marketing fair.
It is a 3 day annual Rural Marketing Fair called as 'Pragati'. It will take place in mid Feb (15,16 & 17). we have divided our batch of 82 in teams such as Prospecting (selling stalls to shop owners & showrooms), culturals (selling sponsorships of events, ads, banners), finance (reimbursement to students and costing) etc. It is a great fun & learning to sell non-existing products and space in market. Sometimes people misbehave with you & you have to keep smiling. It is different and is something what we call as 'experiential Learning'.

Room To Read - A worldwide education inititiative by John Woods, an Ex-microsoft director

There is John woods' Room to Read which aims to help 200 million children from all parts of the globe who are too poor to get education. Currently under this organization,m more than 1.7 million children in developing world have access to better educational opportunities. John Wood left his position as Director of Business Development @ Microsoft to found Room To Read. He wrote the book- " Leaving Microsoft to Change The World". The way they get Donation is interesting and very fruitful.
Here is a link which can be accessed to get a more knowledge about what I am talking - http://knowledge.wharton.upenn.edu/article.cfm?articleid=2121