royal caribbean cruises ltd . 3 part i the following table details the growth in the global and north american cruise markets in terms of cruise passengers and estimated weighted- average berths over the past five years : weighted-average weighted-average north american supply of berths global cruise supply of berths cruise marketed in year passengers ( 1 ) marketed globally ( 1 ) passengers ( 2 ) north america ( 1 ) .

Table:
year | global cruise passengers ( 1 ) | weighted-average supply of berths marketed globally ( 1 ) | north american cruise passengers ( 2 ) | weighted- average supply ofberths marketed in north america ( 1 )
2004 | 13757000 | 265000 | 9108000 | 207000
2005 | 14818000 | 282000 | 9909000 | 216000
2006 | 15309000 | 299000 | 10080000 | 227000
2007 | 16586000 | 323000 | 10330000 | 242000
2008 | 17184000 | 345000 | 10815000 | 254000
( 1 ) source : our estimates .
( 2 ) source : cruise line international association based on cruise passengers carried for at least two consecutive nights .
in an effort to penetrate untapped markets and diversify our customer base , we have redeployed some of the ships in our royal caribbean international and celebrity cruises brands from the north american market to europe , latin america and asia .
this redeployment has contributed to an increase in the growth of our global cruise brands outside of the north american market .
although the global and north american cruise markets have grown steadily over the past several years , the recent weakening of the united states and other economies has significantly deteriorated consumer confidence and discretionary spending .
this has caused a global drop in demand for cruises and a resulting drop in cruise prices .
the long-term impact of these conditions on the continued growth of the cruise mar- ket will depend on the depth and duration of this worldwide economic downturn .
in addition , the projected increase in capacity within the cruise industry from new cruise ships currently on order could produce addi- tional pricing pressures within the industry .
see item 1a .
risk factors .
we compete with a number of cruise lines ; however , our principal competitors are carnival corporation & plc , which owns , among others , aida cruises , carnival cruise lines , costa cruises , cunard line , holland america line , p&o cruises and princess cruises and has a joint venture with orizonia corporation under which they operate iberocruceros ; disney cruise line ; msc cruises ; norwegian cruise line and oceania cruises .
cruise lines compete with other vacation alter- natives such as land-based resort hotels and sightseeing destinations for consumers 2019 leisure time .
demand for such activities is influenced by political and general economic conditions .
companies within the vacation market are dependent on consumer discretionary spending .
although vacation spending is likely to be curtailed significantly in the midst of the current worldwide economic downturn , we believe that cruising is perceived by consumers as a good value when compared to other vacation alternatives .
our ships operate worldwide and have itineraries that call on destina- tions in alaska , asia , australia , the bahamas , bermuda , california , canada , the caribbean , europe , the galapagos islands , hawaii , mexico , new england , new zealand , the panama canal and south america .
operating strategies our principal operating strategies are to : manage the efficiency of our operating expenditures and preserve cash and liquidity during the current worldwide economic downturn , increase the awareness and market penetration of our brands , expand our fleet with the new state-of-the-art cruise ships currently on order , expand into new markets and itineraries , continue to expand and diversify our passenger mix through passen- ger sourcing outside north america , protect the health , safety and security of our passengers and employees and protect the environment in which our vessels and organization operate , utilize sophisticated revenue management capabilities to optimize revenue based on demand for our products , further improve our technological capabilities , and maintain strong relationships with travel agencies , the principal indus- try distribution channel , while offering direct access for consumers .
manage operating expenditures and preserve cash and liquidity during the current worldwide economic downturn we are focused on maximizing the efficiency of our operating expenditures and preserving cash and liquidity .
during 2008 , we announced the reduction in our workforce of approximately 400 shoreside positions and implemented a number of cost-saving initiatives in an effort to reduce our operating costs .
to preserve liquidity , we have discontinued our quarterly dividend commencing in the fourth quarter of 2008 , curtailed our non-shipbuild capital expenditures , and currently do not have plans to place further newbuild orders .
we believe these strategies will enhance our ability to fund our capital spending obligations and improve our balance sheet. .

Question: in 2005 what was the percent of the weighted-average supply of berths marketed globally in marketed in north america
Answer: 78.%
Calculation: divide(207000, 265000)