55 highly salable stock that it has with a good P/E ratio and to go out either through stock or cash and make some substantial acquisitions and in that way achieve diversification, but he realized that every company has its own particular culture, its own particular expertise and when he looked at his management, what did he see? He saw highly skilled management in the running of a natural resource company, a mining company, but with no expertise in manufacturing, distribution, retailing or other lines of business and if he were to use cash or stock to make acquisitions what staff did he have to evaluate these potential acquisitions and what staff to run them and control them and I think he made the very wise decision that that would, indeed, be a risky route to travel. The number of conglomerates that went out and made a lot of acquisitions willy-nilly almost in the 1960's even with more, let's say, managerial talent in the corporate development area than Utah had, ran into very severe problems. So, he said, well, now, the other way you, in which you can diversify is to merge with somebody who is already diversified. Now, that required two things. One, a company that was substantially diversified in and of itself and, two, a company that could afford a $2 billion