short-term debt approximated carrying values because of the short-term nature of these instruments.
Fair values for other investments held at cost are not readily available, but are estimated to approximate fair value.
See Note 6, Debt, for information about the fair value of our longterm debt.5.
Restructuring Charges In the fourth quarter of fiscal 2009, we implemented a restructuring plan for our domestic and international businesses to support our fiscal 2010 strategy and longterm growth plans.
We believe these changes provided an operating structure that supports a more effective and efficient use of our resources and provides a platform from which key strategic initiatives can progress despite changing economic conditions.
In the fourth quarter of fiscal 2009, we recorded charges of $78, related primarily to voluntary and involuntary separation plans at our corporate headquarters.
In April 2009, we notified our U. S.  Best Buy store employees of our intention to update our store operating model, which included eliminating certain positions.
In addition, in the first quarter of fiscal 2010, we incurred restructuring charges related to employee termination benefits and business reorganization costs at Best Buy Europe within our International segment.
As a result of our restructuring efforts, we recorded charges of $52 in the first quarter of fiscal 2010.
No restructuring charges were recorded in the second, third or fourth quarters of fiscal 2010, and we believe we are substantially complete with our announced restructuring activities.
All charges related to our restructuring plans were presented as restructuring charges in our consolidated statements of earnings.
The composition of our restructuring charges incurred in fiscal 2009 and 2010, as well as the cumulative amount incurred through the end of fiscal 2010, for both the Domestic and International segments, were as follows:
## Table 0 ##
The following table summarizes our restructuring accrual activity during fiscal 2010 and 2009, related to termination benefits and facility closure costs:
## Table 1 ##
6.
Debt Short-Term Debt Short-term debt consisted of the following:
## Table 2 ##
## Table 3 ##
Fiscal 2011 Store Opening Plans For fiscal 2011, our new store opening plans include the opening of 50-55 net large-format stores under the Best Buy brand.
We expect to open the majority of these stores in our Domestic segment.
We also plan to open 75-100 small-format stores, primarily Best Buy Mobile stand-alone stores in the U. S.  In addition, we expect to open 10-15 Five Star stores in China.
Intellectual Property We own or have the right to use valuable intellectual property including trademarks, service marks and trade names, including, but not limited to, “Best Buy,” “Best Buy Mobile,” “The Carphone Warehouse,” “Dynex,” “Five Star,” “Future Shop,” “Geek Squad,” “Insignia,” “Magnolia Audio Video,” “Napster,” “Pacific Sales,” “The Phone House,” “Rocketfish,” “Speakeasy” and the “Yellow Tag” logo.
The company has secured domestic and international trademark registrations for many of its brands.
The company has also secured issued patents for many of its inventions.
We believe our intellectual property has significant value and is an important factor in the marketing of our company, our stores, our products and our Web sites.
Seasonality Our business, like that of many retailers, is seasonal.
Historically, we have realized more of our revenue and earnings in the fiscal fourth quarter, which includes the majority of the holiday shopping season in the U. S. , Europe and Canada, than in any other fiscal quarter.
Working Capital We fund our business operations through a combination of available cash and cash equivalents, short-term investments and cash flows generated from operations.
In addition, our revolving credit facilities are available for additional working capital needs and investment opportunities.
Our working capital needs are typically greatest in the months leading up to the holiday shopping season.
Customers We do not have a significant concentration of sales with any individual customer and, therefore, the loss of any one customer would not have a material impact on our business.
No single customer has accounted for 10% or more of our total revenue.
Backlog Our stores, call centers and online shopping sites do not have a material amount of backlog orders.
Government Contracts No material portion of our business is subject to renegotiation of profits or termination of contracts or subcontracts at the election of any government or government agencies or affiliates.
Competition Our primary competitors are discount chains, consumer electronics retailers including vendors who offer their products direct to the consumer, wholesale clubs, homeimprovement superstores and Web-based alternatives.
We believe our dedicated and knowledgeable people, store experience, broad product assortment, distinct store formats and brand marketing strategies differentiate us from our competitors by positioning our stores and Web sites as the preferred destination for new technology and entertainment products in a fun and informative shopping environment.
Research and Development We have not engaged in any material research and development activities during the past three fiscal years.
Environmental Matters While seeking and discovering new and innovative ways to engage our customers in the connected world, we are also lessening our impact on the environment.
Our energy efficiency strategy includes end-to-end efforts to reduce energy use in our own internal operations and of the products and services we offer our customers.
Five-year Stock Performance Graph The graph below illustrates the cumulative total shareholder return on Snap-on common stock since December 31, 2007, assuming that dividends were reinvested.
The graph compares Snap-on’s performance to that of the Standard & Poor’s 500 Stock Index (“S&P 500”) and a Peer Group.
Snap-on Incorporated Total Shareholder Return (1)

Tables referenced above, in order (Table 0 first):
<table><tr><td> </td><td colspan="3"> Domestic</td><td colspan="3"> International</td><td colspan="3"> Total</td></tr><tr><td> </td><td> Fiscal 2009 </td><td> Fiscal 2010 </td><td> Cumulative Amount </td><td> Fiscal 2009 </td><td> Fiscal 2010 </td><td> Cumulative Amount </td><td> Fiscal 2009 </td><td> Fiscal 2010 </td><td> Cumulative Amount </td></tr><tr><td>Termination benefits</td><td>$69</td><td>$25</td><td>$94</td><td>$6</td><td>$26</td><td>$32</td><td>$75</td><td>$51</td><td>$126</td></tr><tr><td>Facility closure costs</td><td>1</td><td>—</td><td>1</td><td>—</td><td>1</td><td>1</td><td>1</td><td>1</td><td>2</td></tr><tr><td>Property and equipment write-downs</td><td>2</td><td>—</td><td>2</td><td>—</td><td>—</td><td>—</td><td>2</td><td>—</td><td>2</td></tr><tr><td>Total</td><td>$72</td><td>$25</td><td>$97</td><td>$6</td><td>$27</td><td>$33</td><td>$78</td><td>$52</td><td>$130</td></tr></table>
<table><tr><td></td><td>Termination Benefits</td><td>Facility Closure Costs</td><td>Total</td></tr><tr><td>Balance at March 1, 2008</td><td>$—</td><td>$—</td><td>$—</td></tr><tr><td>Charges</td><td>75</td><td>1</td><td>76</td></tr><tr><td>Cash payments</td><td>-2</td><td>—</td><td>-2</td></tr><tr><td>Balance at February 28, 2009</td><td>$73</td><td>$1</td><td>$74</td></tr><tr><td>Charges</td><td>51</td><td>1</td><td>52</td></tr><tr><td>Cash payments</td><td>-119</td><td>-1</td><td>-120</td></tr><tr><td>Effects of foreign exchange rates</td><td>3</td><td>—</td><td>3</td></tr><tr><td>Balance at February 27, 2010</td><td>$8</td><td>$1</td><td>$9</td></tr></table>
<table><tr><td> </td><td colspan="2"> February 27, 2010</td><td colspan="2"> February 28, 2009</td></tr><tr><td> </td><td> Principal Balance </td><td> Interest Rate </td><td> Principal Balance </td><td> Interest Rate </td></tr><tr><td>JPMorgan revolving credit facility</td><td>$—</td><td>—</td><td>$162</td><td>0.7% to 1.5%</td></tr><tr><td>ARS revolving credit line</td><td>—</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Europe receivables financing facility</td><td>442</td><td>3.6%</td><td>—</td><td>—</td></tr><tr><td>Europe revolving credit facility</td><td>206</td><td>1.4%</td><td>584</td><td>1.2% to 3.9%</td></tr><tr><td>Canada revolving demand facility</td><td>—</td><td>—</td><td>2</td><td>4.0%</td></tr><tr><td>China revolving demand facilities</td><td>15</td><td>4.4%</td><td>35</td><td>4.6% to 5.0%</td></tr><tr><td>Total short-term debt</td><td>$663</td><td></td><td>$783</td><td></td></tr></table>
<table><tr><td> </td><td rowspan="2"> Europe  The Carphone Warehouse and The Phone House Stores </td><td colspan="3"> Canada</td><td colspan="2">China</td><td rowspan="2"> Mexico  Best Buy Stores </td><td rowspan="2"> Turkey  Best Buy Stores </td></tr><tr><td> </td><td> Future Shop Stores </td><td> Best Buy Stores </td><td> Stand-alone Best Buy Mobile Stores </td><td> Best Buy Stores </td><td>Five Star Stores</td></tr><tr><td>Total stores at end of fiscal 2007</td><td>—</td><td>121</td><td>47</td><td>—</td><td>1</td><td>135</td><td>—</td><td>—</td></tr><tr><td>Stores opened</td><td>—</td><td>10</td><td>4</td><td>—</td><td>—</td><td>31</td><td>—</td><td>—</td></tr><tr><td>Stores closed</td><td>—</td><td>—</td><td>—</td><td>—</td><td>—</td><td>-6</td><td>—</td><td>—</td></tr><tr><td>Total stores at end of fiscal 2008</td><td>—</td><td>131</td><td>51</td><td>—</td><td>1</td><td>160</td><td>—</td><td>—</td></tr></table>

Question: If Europe revolving credit facility develops with the same growth rate in 2010, what will it reach in 2011?
Answer: 72.6644
Reasoning program: subtract(206,584), divide(#0,584), add(const_1,#1), multiply(#2,206)