Protection The following table presents the results of operations of our Protection segment on an operating basis:
## Table 0 ##
Our Protection segment pretax operating income, which excludes net realized investment gains or losses (net of the related DAC amortization, unearned revenue amortization and the reinsurance accrual) and the market impact on indexed universal life benefits (net of hedges and the related DAC amortization, unearned revenue amortization and the reinsurance accrual), decreased $90 million, or 27%, to $246 million for the year ended December 31, 2014 compared to $336 million for the prior year primarily due to lower auto and home earnings reflecting higher incurred losses, as well as the impact of unlocking.
Net Revenues Net revenues, which exclude net realized investment gains or losses (net of unearned revenue amortization and the reinsurance accrual) and the unearned revenue amortization and the reinsurance accrual offset to the market impact on indexed universal life benefits, increased $101 million, or 5%, to $2.3 billion for the year ended December 31, 2014 compared to $2.2 billion for the prior year primarily due to growth in auto and home premiums partially offset by the impact of unlocking.
Premiums increased $104 million, or 9%, to $1.3 billion for the year ended December 31, 2014 compared to $1.2 billion for the prior year primarily due to growth in auto and home premiums driven by new policy sales growth, primarily from our affinity relationships with Costco and Progressive.
Auto and home policies in force increased 11% compared to the prior year.
Other revenues, which exclude the unearned revenue amortization and the reinsurance accrual offset to the market impact on indexed universal life benefits and the unearned revenue amortization and the reinsurance accrual offset to net realized investment gains or losses, decreased $13 million, or 3%, to $397 million for the year ended December 31, 2014 compared to $410 million for the prior year primarily due to a $29 million unfavorable impact from unlocking for the year ended December 31, 2014 compared to an $18 million unfavorable impact in the prior year.
The primary driver of the unlocking impact to other revenues in both periods was lower projected gains on reinsurance contracts resulting from favorable mortality experience.
Expenses Total expenses, which exclude the market impact on indexed universal life benefits (net of hedges and the related DAC amortization) and the DAC offset to net realized investment gains or losses, increased $191 million, or 10%, to $2.0 billion for the year ended December 31, 2014 compared to $1.9 billion for the prior year primarily due to higher benefits, claims, losses and settlement expenses related to our auto and home business.
Benefits, claims, losses and settlement expenses, which exclude the market impact on indexed universal life benefits (net of hedges), increased $164 million, or 13%, to $1.4 billion for the year ended December 31, 2014 compared to $1.3 billion for the prior year due to a $163 million increase in provision for estimated losses related to our auto and
In 2004, the Aerospace group achieved a number of important milestones that continued to distinguish its products and services from its competition.
The company introduced the new large-cabin, mid-range Gulfstream G350 in February, and received type certifications from the U. S.  Federal Aviation Administration (FAA) or the European Aviation Safety Agency for the Gulfstream G550, Gulfstream G450, Gulfstream G350 and Gulfstream G200.
These certifications enable the aircraft to be registered in the United States and 25 European nations, broadening the market appeal of each.
Also, the FAA granted identical pilot-type ratings for the G550, G500, GV, G450 and G350, creating safety, cost and convenience benefits for Gulfstream fleet operators in terms of pilot training, operations, parts inventory and maintenance.
In October 2004, the group unveiled a full-scale mock-up of the new Gulfstream G150.
This aircraft, with a redesigned cabin and streamlined fuselage, will provide customers with the speed and range of the Gulfstream G100 and the comfort of a wider cabin.
The G150 enters production in 2005, with first customer delivery scheduled for 2006.
Along with new products, Aerospace continues to enhance aircraft models even after their initial introduction.
Major achievements include the Gulfstream Enhanced Vision System (EVS), which uses a forwardlooking infrared (FLIR) camera to enable flight crews to see runway markings, taxiways, adjacent roads and surrounding areas in conditions of limited visibility.
EVS was initially introduced in 2001 and remains the only FAA-certified system of its type.
The FAA awarded Gulfstream its 2004 Award of Excellence in Aviation Research for the system.
Gulfstream introduced its new Broad Band Multi-Link (BBML) capability in 2004.
This advanced technology enables customers to access the Internet at 51,000 feet at connection speeds similar to those they experience in their offices.
A future option will allow video teleconferencing.
Gulfstream’s BBML is up to 10 times faster than competitive systems and has up to 75 percent lower per-minute operating costs.
These achievements frequently result in industry recognition that further enhances the group’s reputation.
For example, in 2004 the National Aeronautic Association presented the Gulfstream G550 team with the Robert J.  Collier Trophy.
The award cited the team for “its leading-edge achievement in designing, testing and building an innovative aircraft while incorporating measurable safety enhancements and far-reaching advances in aerospace technology.
” Also in 2004, both Professional Pilot and Aviation International News judged the Aerospace group number one in product support, for the second year in a row, based on independent surveys of business-jet operations.
All six service centers under the Gulfstream name have been awarded the prestigious Diamond Award of Excellence for training by the FAA, as have the five service centers that operate under the General Dynamics Aviation Services banner.
Net sales for the Aerospace group were 16 percent of the company’s consolidated net sales in 2004, 18 percent in 2003 and 24 percent in 2002.
Net sales by major products and services were as follows:
## Table 1 ##
RESOURCES The Resources group includes two businesses: a coal mining operation and an aggregates operation that mines sand, stone and gravel for use in highway and building construction.
Net sales for these businesses represented approximately 1 percent of the company’s consolidated net sales in 2004 and 2 percent in 2003 and 2002.
Net sales were $252 in 2004, $256 in 2003 and $286 in 2002.
For additional discussion of the company’s business groups, including significant program wins in 2004, see Management’s Discussion and Analysis of Financial Condition and Results of Operations contained in Part II, Item 7, of this Annual Report on Form 10-K.  For information on the revenues, operating earnings and identifiable assets attributable to each of the company’s business groups, see Note R to the Consolidated Financial Statements contained in Part II, Item 8, of this Annual Report on Form 10-K.  COMPETITION The company’s ability to compete successfully depends on the technical excellence and reliability of its products and services, its reputation for integrating complex systems, the successful management of the company’s businesses and customer relationships, and the cost competitiveness of its products and services.
The company relies on these factors in the two primary markets in which it competes: defense and business-jet aircraft.
DEFENSE MARKET The defense market is served by numerous domestic and foreign companies that offer a range of products and services and that compete with the company for many of its contracts.
On occasion, the company is involved in subcontracting relationships with some of these competitors.
The key competitive factors in this market are technological innovation, low-cost production, performance and market knowledge.
The primary product offerings sold through our wholesale channels of distribution include menswear, womenswear, childrenswear, accessories, and home furnishings.
Our collection brands — Women’s Ralph Lauren Collection and Black Label and Men’s Purple Label and Black Label — are distributed worldwide through a limited number of premier fashion retailers.
Department stores are our major wholesale customers in North America.
In Latin America, our wholesale products are sold in department stores and specialty stores.
In Europe, our wholesale sales are a varying mix of sales to both department stores and specialty stores, depending on the country.
We also distribute product to certain licensed stores operated by franchisees in Europe and Asia.
In addition, our Club Monaco products are distributed through select department stores and specialty stores in Europe.
In Japan, our wholesale products are distributed primarily through shop-within-shops at premier and top-tier department stores, and the mix of business is weighted to Women’s and Men's Blue Label.
In the Greater China and Southeast Asia region, our wholesale products are sold at mid and top-tier department stores in China, Thailand, and the Philippines, and the mix of business is primarily weighted to Men’s and Women’s Blue Label.
We sell the majority of our excess and out-of-season products through secondary distribution channels worldwide, including our retail factory stores.
Worldwide Distribution Channels The following table presents the number of doors by geographic location in which Ralph Lauren-branded products distributed by our Wholesale segment were sold to consumers in our primary channels of distribution as of March 30, 2013:
## Table 2 ##
In addition, Chaps-branded products distributed by our Wholesale segment were sold domestically through approximately 1,200 doors as of March 30, 2013.
We have three key wholesale customers that generate significant sales volume.
For Fiscal 2013, these customers in the aggregate accounted for approximately 45% of our total Wholesale revenues, with Macy’s, Inc.  ("Macy's") representing approximately 25% of our total Wholesale revenues.
Our products are sold primarily through our own sales forces.
Our Wholesale segment maintains its primary showrooms in New York City.
In addition, we maintain regional showrooms in Boston, Milan, Paris, London, Munich, Madrid, and Stockholm.
Shop-within-Shops.
As a critical element of our distribution to department stores, we and our licensing partners utilize shop-within-shops to enhance brand recognition, to permit more complete merchandising of our lines by the department stores, and to differentiate the presentation of our products.
Shopwithin-shop fixed assets primarily include items such as customized freestanding fixtures, wall cases and components, decorative items, and flooring.
As of March 30, 2013, we had approximately 20,000 shop-within-shops dedicated to our Ralph Lauren-branded wholesale products worldwide.
The size of our shop-within-shops ranges from approximately 100 to 7,400 square feet.
We normally share in the cost of building-out these shop-within-shops with our wholesale customers.
Basic Stock Replenishment Program.
Basic products such as knit shirts, chino pants, oxford cloth shirts, selected accessories, and Home products can be ordered by our wholesale customers at any time through our basic stock replenishment programs.
We generally ship these products within two-to-five days of order receipt.
Our Retail Segment As of March 30, 2013, our Retail segment consisted of 388 directly-operated freestanding stores worldwide, totaling approximately 3 million square feet, 494 concession-based shop-within-shops, and seven e-commerce websites.
The extension of our direct-to-consumer reach is one of our primary long-term strategic goals.

<table><tr><td></td><td colspan="2">Years Ended December 31,</td><td></td><td></td></tr><tr><td></td><td>2014</td><td>2013</td><td colspan="2">Change</td></tr><tr><td></td><td colspan="3">(in millions)</td><td></td></tr><tr><td>Revenues</td><td></td><td></td><td></td><td></td></tr><tr><td>Management and financial advice fees</td><td>$59</td><td>$58</td><td>$1</td><td>2%</td></tr><tr><td>Distribution fees</td><td>92</td><td>91</td><td>1</td><td>1</td></tr><tr><td>Net investment income</td><td>447</td><td>439</td><td>8</td><td>2</td></tr><tr><td>Premiums</td><td>1,292</td><td>1,188</td><td>104</td><td>9</td></tr><tr><td>Other revenues</td><td>397</td><td>410</td><td>-13</td><td>-3</td></tr><tr><td>Total revenues</td><td>2,287</td><td>2,186</td><td>101</td><td>5</td></tr><tr><td>Banking and deposit interest expense</td><td>—</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Total net revenues</td><td>2,287</td><td>2,186</td><td>101</td><td>5</td></tr><tr><td>Expenses</td><td></td><td></td><td></td><td></td></tr><tr><td>Distribution expenses</td><td>61</td><td>62</td><td>-1</td><td>-2</td></tr><tr><td>Interest credited to fixed accounts</td><td>153</td><td>145</td><td>8</td><td>6</td></tr><tr><td>Benefits, claims, losses and settlement expenses</td><td>1,416</td><td>1,252</td><td>164</td><td>13</td></tr><tr><td>Amortization of deferred acquisition costs</td><td>135</td><td>118</td><td>17</td><td>14</td></tr><tr><td>Interest and debt expense</td><td>28</td><td>25</td><td>3</td><td>12</td></tr><tr><td>General and administrative expense</td><td>248</td><td>248</td><td>—</td><td>—</td></tr><tr><td>Total expenses</td><td>2,041</td><td>1,850</td><td>191</td><td>10</td></tr><tr><td>Operating earnings</td><td>$246</td><td>$336</td><td>$-90</td><td>-27%</td></tr></table>
<table><tr><td> Year Ended December 31</td><td> 2004</td><td> 2003</td><td> 2002</td></tr><tr><td>New aircraft</td><td>$2,288</td><td>$2,081</td><td>$2,470</td></tr><tr><td>Aircraft services</td><td>446</td><td>408</td><td>384</td></tr><tr><td>Pre–owned aircraft</td><td>278</td><td>457</td><td>435</td></tr><tr><td></td><td>$3,012</td><td>$2,946</td><td>$3,289</td></tr></table>
<table><tr><td>Location</td><td>Number ofDoors</td></tr><tr><td>The Americas</td><td>6,043</td></tr><tr><td>Europe</td><td>4,504</td></tr><tr><td>Asia</td><td>78</td></tr><tr><td>Total</td><td>10,625</td></tr></table>

Question: In the year with largest amount of Premiums in table 0, what's the sum of Expenses in table 0? (in dollars in millions)
Answer: 2041