## Table 0 ##
(1) Does not include stores that opened as relocations of previously existing stores within the same general market area or substantial renovations of stores.
(2) Includes 2 and 7 stores not operating at December 30, 2006 and December 31, 2005, respectively, primarily due to hurricane damage.
(3) Includes 57 stores acquired during the third and fourth quarters of fiscal 2002 as a result of our Trak Auto Parts acquisition.
(4) Includes 133 stores closed as a result of our integration of the Discount operations.
Store Systems Our store based information systems, which are designed to improve the efficiency of our operations and enhance customer service, are comprised of proprietary point-of-sale, or POS, electronic parts catalog, or EPC, store-level inventory management and standard operating procedure, or SOP, systems.
Additionally, we support our store-level operations with a proprietary labor scheduling system known as management planning and training, or MPT.
These systems are tightly integrated and together provide real-time, comprehensive information to store and merchandising personnel, resulting in improved customer service levels, team member productivity and in-stock availability.
Point-of-Sale.
Our POS system, or APAL, is in all of our stores operating under the “Advance Auto Parts”, "Advance Discount Auto Parts” and “Western Auto” trade names.
Information maintained by APAL is used to formulate pricing, marketing and merchandising strategies and to replenish inventory accurately and rapidly.
APAL is designed to improve customer checkout time and decrease the time required to train newly hired team members.
In addition, APAL provides additional customer purchase history, which may be used for customer demographic analysis.
Electronic Parts Catalog.
Our enhanced EPC system, which is fully integrated with APAL, is a software system that enables our store team members to identify millions of application uses for automotive parts and accessories.
The EPC system enables store team members to assist our customers in their parts selection and ordering based on year, make, model and engine type of their vehicles.
Our centrally based EPC data management system enables us to reduce the time needed to exchange data with our vendors and ultimately catalog and deliver updated, accurate product information.
If a hard-to-find part or accessory is not available at one of our stores, the EPC system can determine whether the part is carried and in-stock through our PDQ?
system.
Available parts and accessories are then ordered electronically from another store, LAW, PDQ?
or Master PDQ?
with immediate confirmation of price, availability and estimated delivery time.
Our EPC system also contains enhanced search engines and user-friendly navigation tools that enhance our team members’ ability to look up any needed parts as well as additional products the customer needs to complete their automotive repair project.
While we believe this generally leads to an increase in average sales per transaction, we believe these components will enhance our customers’ shopping experience with us and help them accurately complete the repair job the first time, saving them time and money.
Additionally, information about a customer's automobile can be entered into a permanent customer database that can be accessed immediately whenever the customer visits or telephones one of our stores.
Store-Level Inventory Management System.
Our store-level inventory management system provides real-time inventory tracking at the store level.
With the store-level system, store team members can check the quantity of onhand inventory for any SKU, adjust stock levels for select items for store specific events, automatically process returns and defective merchandise, designate SKUs for cycle counts and track merchandise transfers.
Our stores use
?
An increase of $9.6 million in losses on the sale of installment contract receivables due to higher discount rates; partially offset by ?
A decrease of $7.1 million in costs related to the retirement of our Executive Chairman and former President and Chief Executive Officer in 2005; and ?
A decrease of $3.6 million in bad debt expense.
Amortization of Acquired Intangibles
## Table 1 ##
2007 compared to 2006 Amortization of acquired intangibles decreased $3.7 million in 2007, as compared to 2006, primarily due to a decrease of $8.7 million resulting from the full amortization of certain acquired intangibles, which was partially offset by $5.0 million resulting from intangibles acquired during 2006 and 2007.2006 compared to 2005 Amortization of acquired intangibles decreased $24.7 million in 2006, as compared to 2005, primarily due to a decrease of $27.5 million resulting from the full amortization of certain acquired intangibles, which was partially offset by $2.8 million resulting from intangibles acquired during 2005 and 2006.
Restructuring and Other Charges We initiated a separate plan of restructuring in each year from 2001 through 2005 in an effort to operate more efficiently.
A summary of Restructuring and other charges in fiscal years 2007, 2006 and 2005 is as follows:
## Table 2 ##
On October 5, 2007, we completed a lease termination agreement for a facility included in the 2001 restructuring plan, whereby we paid $8.2 million and were released from all future obligations related to the facility.
We recorded a credit to Restructuring and other charges of $7.1 million during the year ended December 29, 2007, representing the lease loss accrual related to this facility in excess of the amount paid.
During 2005, we recorded Restructuring and other charges of $35.3 million, which included $20.4 million of workforce reduction costs associated primarily with our 2005 restructuring plan, and excess facility costs of $12.5 million, which consisted primarily of changes in lease loss estimates for facilities included in our 2001, 2002 and 2003 restructuring plans.
Each reporting period, we evaluate the adequacy of the lease loss accrual.
We adjust the lease loss accrual for changes in real estate markets or other factors that may affect estimated costs or sublease income.
We also consider executed sublease agreements and adjust the lease loss accrual if sublease income under the agreement differs from initial estimates.
The credits recorded during 2007 and 2006 primarily relate to changes in lease loss estimates.
As of December 29, 2007, our total amount accrued for restructuring and other charges of $10.2 million consisted solely of estimated lease losses related to the restructuring activities initiated since 2001.
This amount may be adjusted in the future based upon changes in the assumptions used to estimate the lease loss.
Because the restructuring charges and related benefits are derived from management’s estimates made during the formulation of the restructurings, based on then-currently available information, our restructuring activities may not achieve the benefits anticipated on the timetable or at the level contemplated.
Demand for our products and
We use diesel swap futures contracts to minimize price fluctuations associated with our transportation costs.
Our commodity procurement practices are intended to reduce the risk of future price increases and provide visibility to future costs, but also may potentially limit our ability to benefit from possible price decreases.
Our costs for major raw materials will not necessarily reflect market price fluctuations primarily because of our forward purchasing and hedging practices.
During 2015, average cocoa futures contract prices increased compared with 2014 and traded in a range between $1.28 and $1.53 per pound, based on the Intercontinental Exchange futures contract.
Cocoa production was higher in 2015 and global demand was slightly higher, which produced a small surplus in cocoa supplies over the past year.
Despite the small increase in global cocoa inventories, prices remained elevated in response to concerns over the future balance of global cocoa supply and demand.
The table below shows annual average cocoa futures prices and the highest and lowest monthly averages for each of the calendar years indicated.
The prices reflect the monthly averages of the quotations at noon of the three active futures trading contracts closest to maturity on the Intercontinental Exchange.
## Table 3 ##
Source: International Cocoa Organization Quarterly Bulletin of Cocoa Statistics Our costs for cocoa products will not necessarily reflect market price fluctuations because of our forward purchasing and hedging practices, premiums and discounts reflective of varying delivery times, and supply and demand for our specific varieties and grades of cocoa liquor, cocoa butter and cocoa powder.
As a result, the average futures contract prices are not necessarily indicative of our average costs.
During 2015, prices for fluid dairy milk ranged from a low of $0.15 per pound to a high of $0.18 per pound, on a class II fluid milk basis.
Dairy prices were lower than 2014, driven by increased production and larger inventories globally.
The price of sugar is subject to price supports under U. S.  farm legislation.
Such legislation establishes import quotas and duties to support the price of sugar.
As a result, sugar prices paid by users in the United States are currently higher than prices on the world sugar market.
In 2015, as part of an anti-dumping case against Mexican sugar producers, the U. S.  Government determined that Mexico was dumping sugar into the U. S.  market.
As a result of the case, the U. S.  and Mexican governments signed a suspension agreement which will limit sugar exports from Mexico to the U. S.  and cause U. S.  sugar prices to trade $0.03 to $0.05 per pound higher than prior to the case.
U. S.  refined sugar prices traded in a range from $0.36 to $0.40 per pound during 2015.
Peanut prices in the U. S.  began the year around $0.52 per pound and closed the year at $0.46 per pound.
Peanut supply is ample to support U. S.  demand heading into 2016.
Almond prices began the year at $4.34 per pound and decreased to $4.04 per pound during 2015.
The fourth consecutive year of drought in California had a negative impact on yields, with the 2015 crop estimated to be approximately 5% lower than 2014.
We make or receive cash transfers to or from commodity futures brokers on a daily basis reflecting changes in the value of futures contracts on the Intercontinental Exchange or various other exchanges.
These changes in value represent unrealized gains and losses.
The cash transfers offset higher or lower cash requirements for the payment of future invoice prices of raw materials, energy requirements and transportation costs.
Commodity Sensitivity Analysis Our open commodity derivative contracts had a notional value of $374.8 million as of December 31, 2015 and $347.5 million as of December 31, 2014.
At the end of 2015, the potential change in fair value of commodity derivative instruments, assuming a 10% decrease in the underlying commodity price, would have increased our net unrealized losses in 2015 by $37.5 million, generally offset by a reduction in the cost of the underlying commodity purchases.
## Table 4 ##
Pretax Results ?
Employer Group segment pretax income increased $11 million, or 4.5%, to $253 million in 2012 primarily due to improvement in the operating cost ratio partially offset by an increase in the benefit ratio as described below.
Enrollment ?
Fully-insured commercial group medical membership increased 31,600 members, or 2.7%, from December 31, 2011 to December 31, 2012 primarily due to growth in small group membership partially offset by declines in large group business.
Approximately 59% of our fully-insured commercial group medical membership was in small group accounts at December 31, 2012 compared to 56% at December 31, 2011.  ?
Fully-insured group Medicare Advantage membership increased 80,200 members, or 27.6%, from December 31, 2011 to December 31, 2012 primarily due to the January 2012 addition of a new large group retiree account.  ?
Group ASO commercial medical membership decreased 54,600 members, or 4.2%, from December 31, 2011 to December 31, 2012 primarily due to continued pricing discipline in a highly competitive environment for self-funded accounts.  ?
Group specialty membership increased 603,600 members, or 9.2%, from December 31, 2011 to December 31, 2012 primarily due to increased cross-selling of our specialty products to our medical membership and growth in stand-alone specialty product sales.
Premiums revenue ?
Employer Group segment premiums increased by $1.3 billion, or 14.2%, from 2011 to $10.1 billion for 2012 primarily due to higher average group Medicare Advantage and fully-insured commercial group medical membership.
In addition, 2012 included the beneficial effect of approximately $25 million associated with revising estimates regarding calculations of 2011 premium rebates payable associated with minimum benefit ratios required under the Health Insurance Reform Legislation.
This change in estimate was attributable to the refinement of the state-level calculations based on the run out of claims during 2012.

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td>2006</td><td>2005</td><td></td><td>2004</td><td>2003</td><td>2002</td><td></td></tr><tr><td>Beginning Stores</td><td>2,810</td><td>2,652</td><td></td><td>2,539</td><td>2,435</td><td>2,484</td><td></td></tr><tr><td>New Stores<sup>-1</sup></td><td>190</td><td>169</td><td></td><td>125</td><td>125</td><td>110</td><td>-3</td></tr><tr><td>Stores Closed</td><td>-5</td><td>-11</td><td></td><td>-12</td><td>-21</td><td>-159</td><td>-4</td></tr><tr><td>Ending Stores</td><td>2,995</td><td>2,810</td><td>-2</td><td>2,652</td><td>2,539</td><td>2,435</td><td></td></tr></table>
<table><tr><td></td><td>2007</td><td>2006</td><td>2005</td></tr><tr><td></td><td colspan="3">(In millions)</td></tr><tr><td>Amortization of acquired intangibles</td><td>$19.4</td><td>$23.1</td><td>$47.8</td></tr></table>
<table><tr><td></td><td>Severance and Benefits</td><td>Asset- Related</td><td>Excess Facilities</td><td>Total</td></tr><tr><td></td><td colspan="4">(In millions)</td></tr><tr><td>2007</td><td>$----</td><td>$----</td><td>$-9.7</td><td>$-9.7</td></tr><tr><td>2006</td><td>-0.1</td><td>----</td><td>-0.7</td><td>-0.8</td></tr><tr><td>2005</td><td>20.4</td><td>2.4</td><td>12.5</td><td>35.3</td></tr></table>
<table><tr><td></td><td colspan="5">Cocoa Futures Contract Prices(dollars per pound)</td></tr><tr><td></td><td>2015</td><td>2014</td><td>2013</td><td>2012</td><td>2011</td></tr><tr><td>Annual Average</td><td>$1.40</td><td>$1.36</td><td>$1.09</td><td>$1.07</td><td>$1.34</td></tr><tr><td>High</td><td>1.53</td><td>1.45</td><td>1.26</td><td>1.17</td><td>1.55</td></tr><tr><td>Low</td><td>1.28</td><td>1.25</td><td>0.97</td><td>1.00</td><td>0.99</td></tr></table>
<table><tr><td></td><td colspan="2"></td><td colspan="2">Change</td></tr><tr><td></td><td>2012</td><td>2011</td><td> Dollars</td><td>Percentage</td></tr><tr><td></td><td colspan="3"> (in millions)</td><td></td></tr><tr><td> Premiums and Services Revenue:</td><td></td><td></td><td></td><td></td></tr><tr><td>Premiums:</td><td></td><td></td><td></td><td></td></tr><tr><td>Fully-insured commercial group</td><td>$4,996</td><td>$4,782</td><td>$214</td><td>4.5%</td></tr><tr><td>Group Medicare Advantage</td><td>4,064</td><td>3,152</td><td>912</td><td>28.9%</td></tr><tr><td>Group Medicare stand-alone PDP</td><td>8</td><td>8</td><td>0</td><td>0.0%</td></tr><tr><td>Total group Medicare</td><td>4,072</td><td>3,160</td><td>912</td><td>28.9%</td></tr><tr><td>Group specialty</td><td>1,070</td><td>935</td><td>135</td><td>14.4%</td></tr><tr><td>Total premiums</td><td>10,138</td><td>8,877</td><td>1,261</td><td>14.2%</td></tr><tr><td>Services</td><td>358</td><td>356</td><td>2</td><td>0.6%</td></tr><tr><td>Total premiums and services revenue</td><td>$10,496</td><td>$9,233</td><td>$1,263</td><td>13.7%</td></tr><tr><td> Income before income taxes</td><td>$253</td><td>$242</td><td>$11</td><td>4.5%</td></tr><tr><td>Benefit ratio</td><td>84.1%</td><td>82.4%</td><td></td><td>1.7%</td></tr><tr><td>Operating cost ratio</td><td>16.1%</td><td>17.8%</td><td></td><td>-1.7%</td></tr></table>

Question: What is the total value of Group Medicare Advantage,Group Medicare stand-alone PDP, Total group Medicare and Group specialty in 2011? (in million)
Answer: 7255
Reasoning program: add(3152,8), add(#0,3160), add(#1,935)