72 of Utah, all of its growth has been internally generated, in other words, it has moved into new businesses as it has seen its technology present opportunities. All of these new businesses that I have mentioned all come from internal growth. Utah is an exception, but I would point out to you that we have gone out of a lot of businesses at the same time, let's say, that we have gone into Utah, we've gone out of main frame computer business. We've gone out of integrated circuits business. We've gone out of a number of small appliance businesses. We've gone out of the console phonograph business. We've gone out of this whole area of tomorrow(?) entertainment, where we were trying to develop software to go with our hardware in the whole field of entertainment and this indicates, we think, a willingness to face up to our situations and to keep a fairly tight rein on our diversification and not to go into diversification just for the sake of diversification. We're not running around the landscape picking up a lot of odd and unrelated businesses in the manner that a conglomerate does. We've made one significant acquisition and that is Utah, but that's not the approach taken by the typical conglomerate. CARR: So, this is an exception, rather than a change in (not clear), but it doesn't relate in that I