tissue pulp due to strong market demand, particularly from Asia.
Average sales price realizations improved significantly in 2007, principally reflecting higher average prices for softwood, hardwood and fluff pulp.
Operating earnings in 2007 were $104 million compared with $48 million in 2006 and $37 million in 2005.
The benefits from higher sales price realizations were partially offset by increased input costs for energy, chemicals and freight.
Entering the first quarter of 2008, demand for market pulp remains strong, and average sales price realizations should increase slightly.
However, input costs for energy, chemicals and freight are expected to be higher, and increased spending is anticipated for planned mill maintenance outages.
Industrial Packaging Demand for Industrial Packaging products is closely correlated with non-durable industrial goods production, as well as with demand for processed foods, poultry, meat and agricultural products.
In addition to prices and volumes, major factors affecting the profitability of Industrial Packaging are raw material and energy costs, freight costs, manufacturing efficiency and product mix.
INDUSTRIAL PACKAGING net sales for 2007 increased 6% to $5.2 billion compared with $4.9 billion in 2006, and 13% compared with $4.6 billion in 2005.
Operating profits in 2007 were 26% higher than in 2006 and more than double 2005 earnings.
Benefits from improved price realizations ($147 million), sales volume increases net of increased lack of order downtime ($3 million), a more favorable mix ($31 million), strong mill and converting operations ($33 million) and other costs ($47 million) were partially offset by the effects of higher raw material costs ($76 million) and higher freight costs ($18 million).
In addition, a gain of $13 million was recognized in 2006 related to a sale of property in Spain and costs of $52 million were incurred in 2007 related to the conversion of the paper machine at Pensacola to production of lightweight linerboard.
The segment took 165,000 tons of downtime in 2007 which included 16,000 tons of market-related downtime compared with 135,000 tons of downtime in 2006 of which none was market-related.
## Table 0 ##
NORTH AMERICAN INDUSTRIAL PACKAGING net sales for 2007 were $3.9 billion, compared with $3.7 billion in 2006 and $3.6 billion in 2005.
Operating profits in 2007 were $407 million, up from $327 million in 2006 and $170 million in 2005.
Containerboard shipments were higher in 2007 compared with 2006, including production from the paper machine at Pensacola that was converted to lightweight linerboard during 2007.
Average sales price realizations were significantly higher than in 2006 reflecting price increases announced early in 2006 and in the third quarter of 2007.
Margins improved reflecting stronger export demand.
Manufacturing performance was strong, although costs associated with planned mill maintenance outages were higher due to timing of outages.
Raw material costs for wood, energy, chemicals and recycled fiber increased significantly.
Operating results for 2007 were also unfavorably impacted by $52 million of costs associated with the conversion and startup of the Pensacola paper machine.
U. S.  Converting sales volumes were slightly lower in 2007 compared with 2006 reflecting softer customer box demand.
Earnings improvement in 2007 benefited from the realization of box price increases announced in early 2006 and late 2007.
Favorable manufacturing operations and higher sales prices for waste fiber more than offset significantly higher raw material and freight costs.
Looking ahead to the first quarter of 2008, sales volumes are expected to increase slightly, and results should benefit from a full-quarter impact of the price increases announced in the third quarter of 2007.
However, additional mill maintenance outages are planned for the first quarter, and freight and input costs are expected to rise, particularly for wood and energy.
Manufacturing operations should be favorable compared with the fourth quarter.
EUROPEAN INDUSTRIAL PACKAGING net sales for 2007 were $1.1 billion, up from $1.0 billion in 2006 and $880 million in 2005.
Sales volumes were about flat as early stronger demand in the industrial segment weakened in the second half of the year.
Operating profits in 2007 were $88 million compared with $69 million in 2006 and $53 million in 2005.
Sales margins improved reflecting increased sales prices for boxes.
Conversion costs were favorable as the result of manufacturing improvement programs.
Entering the first quarter of 2008, sales volumes should be strong seasonally across all regions as the winter fruit and vegetable season continues.
Profit margins, however, are expected to be somewhat lower.
Table of Contents acquisitions, an increase of $4.0 million in variable compensation due to higher shipments and higher functionally allocated expenses of $2.0 million.
The increase in sales and marketing expense for fiscal 2013 compared with fiscal 2012 was due to increases in personnel-related costs of $15.9 million primarily driven by headcount increases, $2.0 million in marketing activities, and $1.4 million in maintenance.
The increase in sales and marketing expenses was partially offset by an additional week of expenses of approximately $4.9 million in fiscal 2012 and a $5.2 million reduction in acquisitionrelated costs compared to fiscal 2012.
Changes in other sales and marketing expense categories for the above mentioned periods were not individually material.
General and Administrative
## Table 1 ##
The increase in general and administrative expenses for fiscal 2014 compared with fiscal 2013 was primarily due to increases of $10.4 million in facilities and depreciation expenses, $9.8 million in professional service costs, $2.4 million of acquisition-related costs, and $1.2 million in personnel-related costs.
The increases were partially offset by higher allocations of $15.3 million in expenses to other functions compared to the same period in fiscal 2013, due to increased spending in allocated costs, resulting from increased headcount.
The decrease in general and administrative expenses for fiscal 2013 compared with fiscal 2012 was due to a decrease in acquisition-related costs of $25.4 million compared to fiscal 2012 and higher allocation of $7.7 million in expenses to other functions (cost of revenue, research and development, and sales and marketing) in fiscal 2013 as headcount growth in those functions, primarily driven by acquisitions, resulted in an increase in the pool of expenses to be allocated.
The decrease in general and administrative expense was partially offset by increases of $15.2 million in professional service costs, $5.4 million in facilities and depreciation expenses, primarily due to our acquisitions, and $2.2 million in personnel-related costs as a result of headcount increases primarily from our acquisitions.
Changes in other general and administrative expense categories for the above mentioned periods were not individually material.
Change in Fair Value of Deferred Compensation The income or loss arising from the change in fair value of our non-qualified deferred compensation plan obligation is recorded in cost of sales and each functional operating expense, with the offsetting change in the fair value of the related assets recorded in other income (expense), net.
These assets are classified as trading securities.
There is no overall impact to our net income from the income or loss of our deferred compensation plan obligation and asset.
Acquired In-Process Research and Development In-process research and development (IPR&D) costs relate to in-process technologies acquired in acquisitions.
The value assigned to IPR&D is determined by considering the importance of each project to our overall development plan, estimating costs to develop the IPR&D into commercially viable products, estimating the resulting net cash flows from such projects when completed and discounting the net cash flows back to their present value.
The utilized discount rate is our weighted average cost of capital, taking into account the inherent uncertainties in future revenue estimates and the profitability of such technology, the successful development of the IPR&D, its useful life and the uncertainty of technological advances, all of which are unknown at the time of determination.
Upon completion of development, the underlying intangible asset is amortized over its estimated useful life and recorded in cost of revenue.
IPR&D projects acquired are anticipated to be completed over a period of one to three years from the date of the acquisition.
See Note 4 of Notes to Consolidated Financial Statements.
Amortization of Intangible Assets Amortization of intangible assets includes the amortization of contract rights and the amortization of core/ developed technology, trademarks, trade names, customer relationships, covenants not to compete, and in-process research and development related to acquisitions completed in prior years.
Amortization expense is included in the consolidated statements of operations as follows:
## Table 2 ##
Amortization of capitalized software development costs is not presented in the above table and is included in cost of license revenue in the consolidated statements of operations.
Amortization of intangible assets was relatively flat for fiscal 2014 compared with fiscal 2013 as the full amortization of certain intangible assets was offset by additions of intangible assets in fiscal 2014.
The increase in amortization of intangible assets for fiscal 2013 compared with fiscal 2012 was primarily due to the amortization of intangible assets from acquisitions partially offset by certain intangible assets becoming fully amortized.
See Note 4 of Notes to Consolidated Financial Statements for a schedule of future amortization amounts, which is incorporated by reference here.
Impairment of Intangible Assets.
We did not record any impairment charges to our intangible assets during fiscal 2014, 2013, or 2012.
Other Income (Expense), Net
## Table 3 ##
The net decrease in other income (expense) in fiscal 2014 as compared to fiscal 2013 was primarily due to lower gains in the market value of our executive deferred compensation plan assets and decreased foreign currency exchange gains as a result of less movement in foreign currency exchange rates.
The decreases were partially offset by a gain from the sale of a non-marketable equity investment in fiscal 2014 that was recorded in other, net.
The net increase in other income (expense) in fiscal 2013 as compared to fiscal 2012 was primarily due to an increase in market value of the assets related to our deferred compensation plan, and an increase in gains in our foreign currency contracts, partially offset by lower interest expense due to a decrease in principal payment on a term loan.

Tables referenced above, in order (Table 0 first):
<table><tr><td><i>In millions</i></td><td>2007</td><td>2006</td><td>2005</td></tr><tr><td>Sales</td><td>$5,245</td><td>$4,925</td><td>$4,625</td></tr><tr><td>Operating Profit</td><td>$501</td><td>$399</td><td>$219</td></tr></table>
<table><tr><td></td><td colspan="3">Year Ended October 31,</td><td>$ Change</td><td>% Change</td><td>$ Change</td><td>% Change</td></tr><tr><td></td><td>2014</td><td>2013</td><td>2012</td><td colspan="2">2013 to 2014</td><td colspan="2">2012 to 2013</td></tr><tr><td></td><td colspan="7">(dollars in millions)</td></tr><tr><td></td><td>$155.2</td><td>$143.8</td><td>$157.5</td><td>$11.4</td><td>8%</td><td>$-13.7</td><td>-9%</td></tr><tr><td>Percentage of total revenue</td><td>8%</td><td>7%</td><td>9%</td><td></td><td></td><td></td><td></td></tr></table>
<table><tr><td></td><td colspan="3">Year Ended October 31,</td><td>$ Change</td><td>% Change</td><td>$ Change</td><td>% Change</td></tr><tr><td></td><td>2014</td><td>2013</td><td>2012</td><td colspan="2">2013 to 2014</td><td colspan="2">2012 to 2013</td></tr><tr><td></td><td colspan="7">(dollars in millions)</td></tr><tr><td>Included in cost of revenue</td><td>$101.3</td><td>$104.3</td><td>$81.3</td><td>$-3.0</td><td>-3%</td><td>$23.0</td><td>28%</td></tr><tr><td>Included in operating expenses</td><td>24.8</td><td>23.2</td><td>18.6</td><td>$1.6</td><td>7%</td><td>$4.6</td><td>25%</td></tr><tr><td>Total</td><td>$126.1</td><td>$127.5</td><td>$99.9</td><td>$-1.4</td><td>-1%</td><td>$27.6</td><td>28%</td></tr><tr><td>Percentage of total revenue</td><td>6%</td><td>6%</td><td>6%</td><td></td><td></td><td></td><td></td></tr></table>
<table><tr><td></td><td colspan="3">Year Ended October 31,</td><td>$ Change</td><td>% Change</td><td>$ Change</td><td>% Change</td></tr><tr><td></td><td>2014</td><td>2013</td><td>2012</td><td colspan="2">2013 to 2014</td><td colspan="2">2012 to 2013</td></tr><tr><td></td><td colspan="7">(dollars in millions)</td></tr><tr><td>Interest income</td><td>$1.3</td><td>$1.9</td><td>$1.6</td><td>$-0.6</td><td>-32%</td><td>$0.3</td><td>19%</td></tr><tr><td>Interest expense</td><td>-1.9</td><td>-1.7</td><td>-2.0</td><td>-0.2</td><td>12%</td><td>0.3</td><td>-15%</td></tr><tr><td>Gain (loss) on assets related to executive deferred compensation plan</td><td>10.8</td><td>18.5</td><td>7.5</td><td>-7.7</td><td>-42%</td><td>11.0</td><td>147%</td></tr><tr><td>Foreign currency exchange gain (loss)</td><td>1.2</td><td>6.0</td><td>1.7</td><td>-4.8</td><td>-80%</td><td>4.3</td><td>253%</td></tr><tr><td>Other, net</td><td>12.0</td><td>4.5</td><td>2.3</td><td>7.5</td><td>167%</td><td>2.2</td><td>96%</td></tr><tr><td>Total</td><td>$23.4</td><td>$29.2</td><td>$11.1</td><td>$-5.8</td><td>-20%</td><td>$18.1</td><td>163%</td></tr></table>

Question: what percentage of industrial packaging sales where represented by european industrial packaging net sales in 2006?
Answer: 0.20305
Reasoning program: multiply(const_1,const_1000), divide(#0,4925)