nsurers.
The outstanding balance of $35.9 million is expected to be fully recovered.
Timing of the recovery is dependent on final resolution of the declaratory judgment action referred to below.
At December 31, 2007, insurers owed $20.6 million in association with these claims.
At December 31, 2008, the Company has an estimated liability of $34.7 million for future claims resolutions, with a related asset of $34.7 million to recognize the insurance proceeds receivable by the Company for estimated losses related to claims that have yet to be resolved.
Insurance carrier reimbursement of 100% is expected based on the Company’s experience, its insurance contracts and decisions received to date in the declaratory judgment action referred to below.
At December 31, 2007, the comparable value of the insurance receivable and accrued liability was $39.6 million.
The amounts recorded in the Consolidated Balance Sheets related to the estimated future settlement of existing claims are as follows:
## Table 0 ##
The Company cannot reasonably estimate possible losses, if any, in excess of those for which it has accrued, because it cannot predict how many additional claims may be brought against the Company (or parties the Company has an obligation to indemnify) in the future, the allegations in such claims, the possible outcomes, or the impact of tort reform legislation that may be enacted at the State or Federal levels.
A declaratory judgment action was filed in January 2004 in the Circuit Court of Cook County, Illinois by Continental Casualty Company and related companies (“CNA”) against the Company and certain of its other historical general liability insurers.
CNA provided the Company with both primary and additional layer insurance, and, in conjunction with other insurers, is currently defending and indemnifying the Company in its pending asbestos-related product liability claims.
The lawsuit seeks to determine the extent of insurance coverage available to the Company including whether the available limits exhaust on a “per occurrence” or an “aggregate” basis, and to determine how the applicable coverage responsibilities should be apportioned.
On August 15, 2005, the Court issued an interim order regarding the apportionment matter.
The interim order has the effect of making insurers responsible for all defense and settlement costs pro rata to time-on-the-risk, with the pro-ration method to hold the insured harmless for periods of bankrupt or unavailable coverage.
Appeals of the interim order were denied.
However, the issue is reserved for appellate review at the end of the action.
In addition to the primary insurance available for asbestos-related claims, the Company has substantial additional layers of insurance available for potential future asbestos-related product claims.
As such, the Company continues to believe that its coverage is sufficient to meet foreseeable liabilities.
Although it is impossible to predict the outcome of pending or future claims or the impact of tort reform legislation that may be enacted at the State or Federal levels, due to the encapsulated nature of the products, the Company’s experiences in aggressively defending and resolving claims in the past, and the Company’s significant insurance coverage with solvent carriers as of the date of this filing, management does not believe that asbestos-related product liability claims are likely to have a material adverse effect on the Company’s results of operations, cash flows or financial condition.
PART I berths at the end of 2011.
There are approximately 10 ships with an estimated 34,000 berths that are expected to be placed in service in the North American cruise market between 2012 and 2016.
Europe In Europe, cruising represents a smaller but growing sector of the vacation industry.
It has experienced a compound annual growth rate in cruise guests of approximately 9.6% from 2007 to 2011 and we believe this market has significant continued growth potential.
We estimate that Europe was served by 104 ships with approximately 100,000 berths at the beginning of 2007 and by 121 ships with approximately 155,000 berths at the end of 2011.
There are approximately 10 ships with an estimated 28,000 berths that are expected to be placed in service in the European cruise market between 2012 and 2016.
The following table details the growth in the global, North American and European cruise markets in terms of cruise guests and estimated weighted-average berths over the past five years: (1) Source: Our estimates of the number of global cruise guests, and the weighted-average supply of berths marketed globally, in North America and Europe are based on a combination of data that we obtain from various publicly available cruise industry trade information sources including Seatrade Insider and Cruise Line International Association.
In addition, our estimates incorporate our own statistical analysis utilizing the same publicly available cruise industry data as a base.
(2) Source: Cruise Line International Association based on cruise guests carried for at least two consecutive nights for years 2007 through 2010.
Year 2011 amounts represent our estimates (see number 1 above).
(3) Source: European Cruise Council for years 2007 through 2010.
Year 2011 amounts represent our estimates (see number 1 above).
othor Markets In addition to expected industry growth in North America and Europe as discussed above, we expect the Asia/Pacific region to demonstrate an even higher growth rate in the near term, although it will continue to represent a relatively small sector compared to North America and Europe.
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, Iberocruceros,P&O Cruises and Princess Cruises; Disney Cruise Line: MSC Cruises; Norwegian Cruise Line and Oceania Cruises.
Cruise lines compete with other vacation alternatives such as land-based resort hotels and sightseeing destinations for consum- ers' leisure time.
Demand for such activities is influ- enced by political and general economic conditions.
Companies within the vacation market are dependent on consumer discretionary spending.
OPERATING STRATEGIES Our principal operating strategies are to: · protect the health, safety and security of our guests and employees and protect the environment in which our vessels and organization operate.
· strengthen and support our human capital in orderto better serve our global guest base and grow our business.
· further strengthen our consumer engagement in order to enhance our revenues while continuing to expand and diversify our guest mix through interna- tional guest sourcing.
· manage the efficiency of our operating expenditures and ensure adequate cash and liquidity.
with the overall goal of maximizing our return on invested capital and long-term shareholder value, increase the awareness and market penetration of our brands throughout the world.
· strategically invest in our existing fleet through the revitalization of existing ships and the transfer of key innovations across each brand, while expanding our fleet with the new state-of-the-art cruise ships recently delivered and on order, · capitalize on the portability and flexibility of our ships by deploying them into those markets and itinerariesthat provide opportunities to optimize returns, while continuing our focus on existing key markets.
· further enhance our technological capabilities to support ongoing operations and initiatives, and · maintain strong relationships with travel agencies.
the principal industry distribution channel, while enhancing our consumer outreach programs.
## Table 1 ##
For Years Ended December 31
## Table 2 ##
There were no vested or issued performance-based restricted share units as of fiscal 2018, 2017, or 2016, and as such, there was no associated fair value or intrinsic value for these awards.
There were no material modifications to performance-based restricted share units in fiscal 2018, 2017, or 2016.
As of December 29, 2018, total unrecognized compensation expense related to non-vested performance-based restricted share units was approximately $1.3 million with a weighted average expense recognition period of 2.2 years.
Employee Stock Purchase Plan The ESPP provides Company employees the opportunity to purchase, through payroll deductions, shares of common stock at a 15% discount.
Pursuant to the terms of the ESPP, the Company issued 77,458, 83,155, and 69,562 shares of common stock during fiscal 2018, 2017, and 2016, respectively.
The total cost related to the ESPP, including the compensation expense calculations, was approximately $1.1 million, $1.0 million, and $1.1 million in fiscal 2018, 2017, and 2016, respectively.
There is a maximum of 16.0 million shares of common stock that are reserved under the ESPP.
At December 29, 2018, there were approximately 11.9 million remaining shares of common stock reserved for future issuance under the ESPP.
Note 3 – Acquisition of Petsense: On September 29, 2016, the Company completed the acquisition of Petsense.
Headquartered in Scottsdale, Arizona, Petsense is a small-box pet specialty supply retailer focused on meeting the needs of pet owners, primarily in small and mid-size communities, and offering a variety of pet products and services.
Pursuant to the agreement governing the transaction, the Company acquired all the outstanding equity interests in Petsense for an all-cash purchase price which was financed with cash on-hand and revolver borrowings under the 2016 Senior Credit Facility (as defined in Note 5).
The total consideration transferred in connection with the Petsense acquisition has been allocated to the assets acquired and liabilities assumed based upon their respective fair values.
The fair value of the assets acquired and liabilities assumed is estimated based on either one or a combination of the following methodologies: the income approach, the cost approach or the market approach as determined based on the nature of the asset or liability and the level of inputs available.
With respect to assets and liabilities, the determination of fair value requires management to make subjective judgments as to projections of future operating performance, the appropriate discount rate to apply, long-term growth rates, etc.
(i. e.  unobservable inputs classified as Level 3 inputs under the fair value hierarchy), which affect the amounts recorded in the purchase price allocation.
The excess of the consideration transferred over the fair value of the identifiable assets, net of liabilities, is recorded as goodwill, which is indicative of the expected continued growth and development of the pet specialty retail business acquired.
The table below summarizes the consideration transferred and allocation of the purchase price for the Petsense acquisition (in thousands):

<table><tr><td>millions of dollars</td><td> 2008</td><td> 2007</td></tr><tr><td>Assets:</td><td></td><td></td></tr><tr><td>Prepayments and other current assets</td><td>$22.1</td><td>$20.1</td></tr><tr><td>Other non-current assets</td><td>12.6</td><td>19.5</td></tr><tr><td>Total insurance receivable</td><td>$34.7</td><td>$39.6</td></tr><tr><td>Liabilities:</td><td></td><td></td></tr><tr><td>Accounts payable and accrued expenses</td><td>$22.1</td><td>$20.1</td></tr><tr><td>Other non-current liabilities</td><td>12.6</td><td>19.5</td></tr><tr><td>Total accrued liability</td><td>$34.7</td><td>$39.6</td></tr></table>
<table><tr><td>Year</td><td>Global CruiseGuests<sup>-1</sup></td><td>Weighted-AverageSupplyofBerthsMarketedGlobally<sup>-1</sup></td><td>NorthAmericanCruiseGuests<sup>-2</sup></td><td>Weighted-Average Supply ofBerths Marketedin NorthAmerica<sup>-1</sup></td><td>EuropeanCruiseGuests</td><td>Weighted-AverageSupply ofBerthsMarketed inEurope<sup>-1</sup></td></tr><tr><td>2007</td><td>16,586,000</td><td>327,000</td><td>10,247,000</td><td>212,000</td><td>4,080,000</td><td>105,000</td></tr><tr><td>2008</td><td>17,184,000</td><td>347,000</td><td>10,093,000</td><td>219,000</td><td>4,500,000</td><td>120,000</td></tr><tr><td>2009</td><td>17,340,000</td><td>363,000</td><td>10,198,000</td><td>222,000</td><td>5,000,000</td><td>131,000</td></tr><tr><td>2010</td><td>18,800,000</td><td>391,000</td><td>10,781,000</td><td>232,000</td><td>5,540,000</td><td>143,000</td></tr><tr><td>2011</td><td>20,227,000</td><td>412,000</td><td>11,625,000</td><td>245,000</td><td>5,894,000</td><td>149,000</td></tr></table>
<table><tr><td></td><td></td><td colspan="5">For Years Ended December 31</td></tr><tr><td colspan="2"></td><td>2010</td><td>2009</td><td>2008</td><td>2007</td><td>2006</td></tr><tr><td></td><td></td><td></td><td colspan="4">(In millions, except per share data)</td></tr><tr><td> EFFICIENCY RATIO</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Non-interest expense (GAAP)</td><td></td><td>$4,985</td><td>$4,751</td><td>$10,792</td><td>$4,660</td><td>$3,204</td></tr><tr><td>Adjustments:</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Merger-related charges</td><td></td><td>—</td><td>—</td><td>-201</td><td>-351</td><td>-89</td></tr><tr><td>Goodwill impairment</td><td></td><td>—</td><td>—</td><td>-6,000</td><td>—</td><td>—</td></tr><tr><td>Regulatory charge</td><td></td><td>-200</td><td>—</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Mortgage servicing rights impairment</td><td></td><td>—</td><td>—</td><td>-85</td><td>-6</td><td>-16</td></tr><tr><td>Loss on extinguishment of debt</td><td></td><td>-108</td><td>—</td><td>-66</td><td>—</td><td>—</td></tr><tr><td>FDIC special assessment</td><td></td><td>—</td><td>-64</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Securities impairment, net</td><td></td><td>-2</td><td>-75</td><td>-23</td><td>-7</td><td>—</td></tr><tr><td>Branch consolidation costs</td><td></td><td>-8</td><td>-53</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Adjusted non-interest expense (non-GAAP)</td><td>D</td><td>$4,667</td><td>$4,559</td><td>$4,417</td><td>$4,296</td><td>$3,099</td></tr><tr><td>Net interest income, taxable-equivalent basis (GAAP)</td><td></td><td>$3,464</td><td>$3,367</td><td>$3,880</td><td>$4,437</td><td>$3,469</td></tr><tr><td>Non-interest income (GAAP)</td><td></td><td>3,531</td><td>3,755</td><td>3,073</td><td>2,856</td><td>2,030</td></tr><tr><td>Adjustments:</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Securities (gains) losses, net</td><td></td><td>-394</td><td>-69</td><td>-92</td><td>9</td><td>-8</td></tr><tr><td>Leveraged lease termination gains</td><td></td><td>-78</td><td>-587</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Visa-related gains</td><td></td><td>—</td><td>-80</td><td>-63</td><td>—</td><td>—</td></tr><tr><td>Gain on early extinguishment of debt</td><td></td><td>—</td><td>-61</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Gain on sale of mortgage loans</td><td></td><td>-26</td><td>—</td><td>—</td><td>—</td><td>—</td></tr><tr><td>Adjusted non-interest income (non-GAAP)</td><td></td><td>3,033</td><td>2,958</td><td>2,918</td><td>2,865</td><td>2,022</td></tr><tr><td>Adjusted total revenue (non-GAAP)</td><td>E</td><td>$6,497</td><td>$6,325</td><td>$6,798</td><td>$7,302</td><td>$5,491</td></tr><tr><td>Efficiency ratio (non-GAAP)</td><td>D/E</td><td>71.83%</td><td>72.08%</td><td>64.97%</td><td>58.83%</td><td>56.44%</td></tr><tr><td> RETURN ON AVERAGE ASSETS</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Average assets (GAAP)</td><td>F</td><td>$135,955</td><td>$142,759</td><td>$143,947</td><td>$138,757</td><td>$95,800</td></tr><tr><td>Return on average assets (GAAP)</td><td>A/F</td><td>-0.56%</td><td>-0.88%</td><td>-3.90%</td><td>0.90%</td><td>1.41%</td></tr><tr><td>Return on average assets, excluding merger, goodwill impairment and regulatory charges (non-GAAP)</td><td>B/F</td><td>-0.41%</td><td>-0.88%</td><td>0.36%</td><td>1.16%</td><td>1.50%</td></tr><tr><td> RETURN ON AVERAGE TANGIBLE COMMON STOCKHOLDERS’ EQUITY-1</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Average stockholders’ equity (GAAP)</td><td></td><td>$17,444</td><td>$17,773</td><td>$19,939</td><td>$20,036</td><td>$12,369</td></tr><tr><td>Average intangible assets (GAAP)</td><td></td><td>6,003</td><td>6,122</td><td>11,949</td><td>12,130</td><td>6,450</td></tr><tr><td>Average deferred tax liability related to intangibles (GAAP)</td><td></td><td>-255</td><td>-286</td><td>-321</td><td>-370</td><td>-185</td></tr><tr><td>Average preferred equity (GAAP)</td><td></td><td>3,479</td><td>3,487</td><td>425</td><td>—</td><td>—</td></tr><tr><td>Average tangible common stockholders’ equity (non-GAAP)</td><td>G</td><td>$8,217</td><td>$8,450</td><td>$7,886</td><td>$8,276</td><td>$6,104</td></tr><tr><td>Average stockholders’ equity, excluding discontinued operations (GAAP)</td><td></td><td>$17,444</td><td>$17,773</td><td>$19,939</td><td>$20,013</td><td>$12,215</td></tr><tr><td>Average intangible assets, excluding discontinued operations (GAAP)</td><td></td><td>6,003</td><td>6,122</td><td>11,949</td><td>12,130</td><td>6,450</td></tr><tr><td>Average deferred tax liability related to intangibles (GAAP)</td><td></td><td>-255</td><td>-286</td><td>-321</td><td>-370</td><td>-185</td></tr><tr><td>Average preferred equity (GAAP)</td><td></td><td>3,479</td><td>3,487</td><td>425</td><td>—</td><td>—</td></tr><tr><td>Average tangible common equity, excluding discontinued operations (non-GAAP)</td><td>H</td><td>$8,217</td><td>$8,450</td><td>$7,886</td><td>$8,253</td><td>$5,950</td></tr><tr><td>Return on average tangible common equity (non-GAAP)</td><td>A/G</td><td>-9.29%</td><td>-14.92%</td><td>-71.29%</td><td>15.12%</td><td>22.18%</td></tr><tr><td>Return on average tangible common equity, excluding discontinued operations, merger, goodwill impairment and regulatory charges(non-GAAP)</td><td>B/H</td><td>-6.85%</td><td>-14.92%</td><td>6.52%</td><td>19.53%</td><td>24.08%</td></tr></table>

Question: what was the total percentage increase from 2007 to 2011 in the number of berths?
Answer: 55