Aeronautics Our Aeronautics business segment is engaged in the research, design, development, manufacture, integration, sustainment, support and upgrade of advanced military aircraft, including combat and air mobility aircraft, unmanned air vehicles and related technologies.
Aeronautics’ major programs include the F-35 Lightning II Joint Strike Fighter, C-130 Hercules, F-16 Fighting Falcon, C-5M Super Galaxy and F-22 Raptor.
Aeronautics’ operating results included the following (in millions):
## Table 0 ##
2015 compared to 2014 Aeronautics’ net sales in 2015 increased $650 million, or 4%, compared to 2014.
The increase was attributable to higher net sales of approximately $1.4 billion for F-35 production contracts due to increased volume on aircraft production and sustainment activities; and approximately $150 million for the C-5 program due to increased deliveries (nine aircraft delivered in 2015 compared to seven delivered in 2014).
The increases were partially offset by lower net sales of approximately $350 million for the C-130 program due to fewer aircraft deliveries (21 aircraft delivered in 2015, compared to 24 delivered in 2014), lower sustainment activities and aircraft contract mix; approximately $200 million due to decreased volume and lower risk retirements on various programs; approximately $195 million for the F-16 program due to fewer deliveries (11 aircraft delivered in 2015, compared to 17 delivered in 2014); and approximately $190 million for the F-22 program as a result of decreased sustainment activities.
Aeronautics’ operating profit in 2015 increased $32 million, or 2%, compared to 2014.
Operating profit increased by approximately $240 million for F-35 production contracts due to increased volume and risk retirements; and approximately $40 million for the C-5 program due to increased risk retirements.
These increases were offset by lower operating profit of approximately $90 million for the F-22 program due to lower risk retirements; approximately $70 million for the C-130 program as a result of the reasons stated above for lower net sales; and approximately $80 million due to decreased volume and risk retirements on various programs.
Adjustments not related to volume, including net profit booking rate adjustments and other matters, were approximately $100 million higher in 2015 compared to 2014.2014 compared to 2013 Aeronautics’ net sales increased $797 million, or 6%, in 2014 as compared to 2013.
The increase was primarily attributable to higher net sales of approximately $790 million for F-35 production contracts due to increased volume and sustainment activities; about $55 million for the F-16 program due to increased deliveries (17 aircraft delivered in 2014 compared to 13 delivered in 2013) partially offset by contract mix; and approximately $45 million for the F-22 program due to increased risk retirements.
The increases were partially offset by lower net sales of approximately $55 million for the F-35 development contract due to decreased volume, partially offset by the absence in 2014 of the downward revision to the profit booking rate that occurred in 2013; and about $40 million for the C-130 program due to fewer deliveries (24 aircraft delivered in 2014 compared to 25 delivered in 2013) and decreased sustainment activities, partially offset by contract mix.
Aeronautics’ operating profit increased $37 million, or 2%, in 2014 as compared to 2013.
The increase was primarily attributable to higher operating profit of approximately $85 million for the F-35 development contract due to the absence in 2014 of the downward revision to the profit booking rate that occurred in 2013; about $75 million for the F-22 program due to increased risk retirements; approximately $50 million for the C-130 program due to increased risk retirements and contract mix, partially offset by fewer deliveries; and about $25 million for the C-5 program due to the absence in 2014 of the downward revisions to the profit booking rate that occurred in 2013.
The increases were partially offset by lower operating profit of approximately $130 million for the F-16 program due to decreased risk retirements, partially offset by increased deliveries; and about $70 million for sustainment activities due to decreased risk retirements and volume.
Operating profit was comparable for F-35 production contracts as higher volume was offset by lower risk retirements.
Adjustments not related to volume, including net profit booking rate adjustments and other matters, were approximately $105 million lower for 2014 compared to 2013.
The completion of the Transactions contemplated by the Business Combination Agreement will have a material effect on our future results of operations and financial position.
Our Business Omnicom, a strategic holding company, was formed in 1986 by the merger of several leading advertising, marketing and corporate communications companies.
We are a leading global advertising, marketing and corporate communications company and we operate in a highly competitive industry.
The proliferation of media channels, including the rapid development and integration of interactive technologies and mediums, has fragmented consumer audiences targeted by our clients.
These developments make it more complex for marketers to reach their target audiences in a cost-effective way, causing them to turn to marketing service providers such as Omnicom for a customized mix of advertising and marketing communications services designed to make the best use of their total marketing expenditures.
Our agencies operate in all major markets around the world and provide a comprehensive range of services, which we group into four fundamental disciplines: advertising, customer relationship management, or CRM, public relations and specialty communications.
The services included in these disciplines are:
## Table 1 ##
Although the medium used to reach a client’s target audience may differ across each of these disciplines, we develop and deliver the marketing message in a similar way by providing client-specific consulting services.
Our business model was built and continues to evolve around our clients.
While our agencies operate under different names and frame their ideas in different disciplines, we organize our services around our clients.
The fundamental premise of our business is to deliver our services and allocate our resources based on the specific requirements of our clients.
As clients increase their demands for marketing effectiveness and efficiency, they have tended to consolidate their business with larger, multi-disciplinary agencies or integrated groups of agencies.
Accordingly, our business model demands that multiple agencies within Omnicom collaborate in formal and informal virtual networks that cut across internal organizational structures to execute against our clients’ specific marketing requirements.
We believe that this organizational philosophy, and our ability to execute it, differentiates us from our competitors.
Our agency networks and our virtual networks provide us with the ability to integrate services across all disciplines and geographies.
This means that the delivery of our services can, and does, take place across agencies, networks and geographic regions simultaneously.
Further, we believe that our virtual network strategy facilitates better integration of services required by the demands of the marketplace for advertising and marketing communications services.
Our over-arching business strategy is to continue to use our virtual networks to grow our business relationships with our clients.
The various components of our business and material factors that affected us in 2013 are discussed in Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” or MD&A, of this
The impact of changes in foreign exchange rates increased revenue 0.6%, or $85.1 million, primarily resulting from the strengthening of the Euro and British Pound, against the U. S.  Dollar, partially offset by the weakening of the Brazilian Real, Russian Ruble and Australian Dollar against the U. S.  Dollar.
The components of revenue change in the United States (“Domestic”) and the remainder of the world (“International”) were (in millions):
## Table 2 ##
The components and percentages are calculated as follows: ?
The foreign exchange impact is calculated by translating the current period’s local currency revenue using the prior period average exchange rates to derive current period constant currency revenue (in this case $15,205.1 million for the Total column).
The foreign exchange impact is the difference between the current period revenue in U. S.  Dollars and the current period constant currency revenue ($15,290.2 million less $15,205.1 million for the Total column).  ?
Acquisition revenue is calculated as if the acquisition occurred twelve months prior to the acquisition date by aggregating the comparable prior period revenue of acquisitions through the acquisition date.
As a result, acquisition revenue excludes the positive or negative difference between our current period revenue subsequent to the acquisition date and the comparable prior period revenue and the positive or negative growth after the acquisition is attributed to organic growth.
Disposition revenue is calculated as if the disposition occurred twelve months prior to the disposition date by aggregating the comparable prior period revenue of dispositions through the disposition date.
The acquisition revenue and disposition revenue amounts are netted in the table.  ?
Organic growth is calculated by subtracting the foreign exchange rate impact, and the acquisition revenue, net of disposition revenue components from total revenue growth, excluding the impact of the adoption of ASC 606.  ?
The impact of the adoption of ASC 606 is discussed above in the “Accounting Changes” section.  ?
The percentage change is calculated by dividing the individual component amount by the prior period revenue base of that component ($15,273.6 million for the Total column).
Changes in the value of foreign currencies against the U. S.  Dollar affect our results of operations and financial position.
For the most part, because the revenue and expense of our foreign operations are both denominated in the same local currency, the economic impact on operating margin is minimized.
Assuming exchange rates at February 11, 2019 remain unchanged, we estimate the impact of changes in foreign exchange rates to reduce revenue in the first half of 2019 by approximately 2.5% to 3% and 1.5% for the full year.
Revenue and organic growth, expressed as a percentage and excluding the impact of ASC 606, in our principal regional markets were (in millions):
## Table 3 ##
OMNICOM GROUP INC.  AND SUBSIDIARIES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (Continued) 9.
Equity Method Investments Income from our equity method investments was $8.9 million, $3.5 million and $5.4 million in 2018, 2017 and 2016, respectively.
Our proportionate share in their net assets at December 31, 2018 and 2017 was $42.9 million and $40.7 million, respectively.
Our equity method investments are not material to our results of operations or financial position; therefore, summarized financial information is not required to be presented.10.
Share-Based Compensation Plans Share-based incentive awards are granted to employees under the 2013 Incentive Award Plan, or the 2013 Plan, which is administered by the Compensation Committee of the Board of Directors, or Compensation Committee.
Awards include stock options, restricted stock and other stock awards.
The maximum number of shares of common stock that can be granted under the 2013 Plan is 33 million shares plus any shares awarded under the 2013 Plan and any prior plan that have been forfeited or have expired.
Stock option awards reduce the number of shares available for grant on a one-for-one basis and all other awards reduce the number of shares available for grant by 3.5 shares for each share awarded.
The terms of each award and the exercise date are determined by the Compensation Committee.
The 2013 Plan does not permit the holder of an award to elect cash settlement under any circumstances.
At December 31, 2018, there were 26,731,624 shares available for grant under the 2013 Plan.
If all shares available for grant were for awards other than stock options, shares available for grant would be 7,637,607.
Share-based compensation expense was $70.5 million, $80.2 million and $93.4 million in 2018, 2017 and 2016, respectively.
At December 31, 2018, unamortized share-based compensation that will be expensed over the next five years is $160.7 million.
We record a deferred tax asset for the share-based compensation expense recognized for financial reporting purposes that has not been deducted on our income tax return.
Beginning in 2017, excess tax benefits and deficiencies related to share-based compensation are recorded as compensation expense in results of operations upon vesting of restricted stock awards or exercise of stock options.
Excess tax benefits and deficiencies represent the difference between the actual compensation deduction for tax purposes, which is calculated as the difference between the grant date price of the award and the price of our common stock on the vesting or exercise date.
In 2018 and 2017 we recognized excess tax benefits of $7.4 million and $20.8 million, respectively.
Stock Options The exercise price of stock option awards cannot be less than 100% of the market price of our common stock on the grant date.
The 2017 option awards vest 100% three years from grant date and have a maximum contractual life of six years.
All prior option awards have a maximum contractual life of 10 years.
Stock option activity for the three years ended December 31, 2018 was:

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2015	2014	2013
Net sales	$15,570	$14,920	$14,123
Operating profit	1,681	1,649	1,612
Operating margins	10.8%	11.1%	11.4%
Backlog at year-end	$31,800	$27,600	$28,000

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advertising	investor relations
brand consultancy	marketing research
corporate social responsibility consulting	media planning and buying
crisis communications	mobile marketing
custom publishing	multi-cultural marketing
data analytics	non-profit marketing
database management	organizational communications
direct marketing	package design
entertainment marketing	product placement
environmental design	promotional marketing
experiential marketing	public affairs
field marketing	public relations
financial/corporate business-to-business advertising	reputation consulting
graphic arts	retail marketing
healthcare communications	search engine marketing
instore design	social media marketing
interactive marketing	sports and event marketing

', '

Total	Domestic	International
$	%	$	%	$	%
December 31, 2017	$15,273.6	$8,196.9	$7,076.7
Components of revenue change:
Foreign exchange rate impact	85.1	0.6%	—	—%	85.1	1.2%
Acquisition revenue, net of disposition revenue	-326.6	-2.1%	-108.7	-1.3%	-217.9	-3.1%
Organic growth	404.2	2.6%	58.0	0.7%	346.2	4.9%
Impact of adoption of ASC 606	-146.1	-1.0%	-146.4	-1.8%	0.3	—%
December 31, 2018	$15,290.2	0.1%	$7,999.8	-2.4%	$7,290.4	3.0%

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2018	2017	$ Change	% Organic Growth
Americas:
North America	$8,442.5	$8,686.0	$-243.5	0.4%
Latin America	457.5	494.8	-37.3	2.0%
EMEA:
Europe	4,375.4	4,127.9	247.5	5.7%
Middle East and Africa	304.4	314.6	-10.2	-2.9%
Asia-Pacific	1,710.4	1,650.3	60.1	7.9%
$15,290.2	$15,273.6	$16.6	2.6%

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Question: what was the ratio of the increase net sales to the increased volume of sales for the f-35 production contracts in 2015\\n\\n
Answer: 464.28571