fabrication operations from our Santa Clara, California facility to IMS.
We expect this relocation to be complete by the second quarter of 2006.
As a result of this relocation, our reliance on our international manufacturing operations will continue to increase.
Our success will depend in part on the efforts and abilities of management to effectively manage this international operation, including our relationship with IMS.
In addition, we currently are and will become increasingly dependant on IMS’s ability to hire and retain employees generally, as well as hire and retain employees with the necessary skills to perform the more technical aspects of our operations.
If our management and/or IMS fail in any of these respects, we could experience production delays and lost or delayed revenue.
In addition, even if we have case submissions in the manufacturing backlog, if IMS is unable for any of these or other reasons to timely ship our product to our customers, our revenue will be delayed which will cause our operating results to fluctuate.
See Part I, Item 1A—Risk Factors for risks related to our international operations.
Results of Operations Comparison of Years Ended December 31, 2005, 2004 and 2003: Revenues: Invisalign product revenues by channel and other revenue, which represented training and sales of ancillary products, for the years ended December 31, 2005, 2004 and 2003, are as follows:
## Table 0 ##
Revenue grew by 20% for the year ended December 31, 2005, compared to the year ended December 31, 2004.
The growth in revenues resulted primarily from an increase in overall case shipment volume in the domestic GP channel driven by an increase in the number of participating clinicians and the launch of Invisalign Express in the third quarter of 2005.
Additionally, international sales improved primarily as a result of increased number of participating clinicians and case utilization by our European practitioners.
For the year ended December 31, 2004, growth in revenues from our domestic orthodontic and general practitioner channels over fiscal 2003 resulted primarily from higher case volumes driven by an increase in the number of participating clinicians and utilization within the general practitioner practices.
Higher product sales during fiscal 2004 as compared to fiscal 2003 also benefited from increased promotional advertising campaigns and sales initiatives in effect during fiscal 2004.
For the fiscal year 2006, although we expect our case shipment volume to increase, we anticipate that our revenues will remain consistent with fiscal year 2005.
In 2006, we will begin to see the full impact of the lower average selling price resulting from both the pricing initiatives we introduced during the fourth quarter of 2005, and Invisalign Express, which we launched in the third quarter of 2005 and has a lower average selling price than our full Invisalign product.
decline in full Invisalign revenues.
Invisalign Express revenues increased resulting from higher case volumes in 2006 compared to 2005, since this product was launched in the third quarter of 2005.
The reduction in full Invisalign revenues is attributed to lower average selling prices which reflect the full year impact of the pricing initiatives mentioned above.
International revenues increased $8.9 million or 38.3% in 2006 compared to 2005 primarily due to a significant increase in our international Invisalign case volumes partially offset by a lower average selling price as a result of pricing initiatives introduced in the first quarter of 2006.
Other revenues, which primarily consisted of training and sales of ancillary products, increased $2.4 million in fiscal 2006 compared to 2005 mainly due to a $1.8 million increase in training revenues resulting from an increase in training fees.
Net revenue grew by 19.8% for the year ended December 31, 2005, compared to the year ended December 31, 2004.
The growth in net revenues resulted primarily from an increase in overall case shipment volume in the domestic GP channel driven by an increase in the number of participating clinicians and the launch of Invisalign Express in the third quarter of 2005.
Additionally, our international sales improved primarily as a result of increased number of participating clinicians and case utilization by our European practitioners.
For fiscal year 2007, we expect our total net revenues will increase compared to 2006 primarily due to the anticipated case volume increases in our domestic orthodontic and GP channels, as well as in international markets.
We expect our average selling price to be flat to slightly lower compared to 2006 primarily due to increased participation in our volume based discount programs.
Cost of revenues:
## Table 1 ##
Cost of revenues includes salaries for staff involved in the production process, costs incurred by IMS, a third party shelter service provider in Juarez, Mexico, the cost of materials, packaging, shipping costs, depreciation on capital equipment used in the production process, training costs and stock-based compensation expense.
Gross margin decreased to 68.6% of net revenues in 2006 compared to 69.2% in 2005 primarily due to lower average selling prices.
This decline in average selling prices is attributable to the reduction in the list price of full Invisalign and increased sales of our lower priced Invisalign Express product.
Reductions in product costs driven by increased volumes and manufacturing efficiencies including the relocation of the SLA mold operations to Juarez, Mexico, partially offset the impact of lower average selling prices.
In addition, as a result of these efficiencies, we also released a $2.2 million provision for estimated losses on case refinement sales during fiscal 2006.
Gross margin improved to 69.2% of net revenues for the fiscal year ended December 31, 2005, compared to 66.7% of net revenues for the year ended December 31, 2004.
This improvement in gross margin is primarily the result of cost savings achieved from manufacturing process improvements and increased cost absorption due to higher production volumes partially offset by increased training costs as a result of dental professionals auditing training classes for no charge.
(4) The increase in cash flows was primarily due to the timing of inventory purchases and longer payment terms with certain vendors.
In order to manage our working capital and operating cash needs, we monitor our cash conversion cycle, defined as days of sales outstanding in accounts receivable plus days of supply in inventory minus days of purchases outstanding in accounts payable, based on a rolling three-month average.
Components of our cash conversion cycle are as follows:
## Table 2 ##
(1) Represents the rolling three-month average of the balance of Accounts receivable, net at the end of the period, divided by average daily Net sales for the same three-month period.
Also incorporates components of other miscellaneous receivables.
(2) Represents the rolling three-month average of the balance of Merchandise inventory at the end of the period divided by average daily Cost of sales for the same three-month period.
(3) Represents the rolling three-month average of the combined balance of Accounts payable-trade, excluding cash overdrafts, and Accounts payable-inventory financing at the end of the period divided by average daily Cost of sales for the same three-month period.
The cash conversion cycle was 19 days at December 31, 2017 and 2016.
The increase in DSO was primarily driven by higher Net sales and related Accounts receivable for third-party services such as SaaS, software assurance and warranties.
These services have an unfavorable impact on DSO as the receivable is recognized on the Consolidated Balance Sheet on a gross basis while the corresponding sales amount in the Consolidated Statement of Operations is recorded on a net basis.
This also results in a favorable impact on DPO as the payable is recognized on the Consolidated Balance Sheet without a corresponding Cost of sales in the Statement of Operations because the cost paid to the vendor or third-party service provider is recorded as a reduction to Net sales.
In addition, DPO also increased due to the mix of payables with certain vendors that have longer payment terms.
The cash conversion cycle was 19 and 21 days at December 31, 2016 and 2015, respectively.
The increase in DSO was primarily driven by higher Net sales and related Accounts receivable for third-party services such as SaaS, software assurance and warranties.
These services have an unfavorable impact on DSO as the receivable is recognized on the balance sheet on a gross basis while the corresponding sales amount in the Statement of Operations is recorded on a net basis.
These services have a favorable impact on DPO as the payable is recognized on the balance sheet without a corresponding cost of sale in the Statement of Operations because the cost paid to the vendor or third-party service provider is recorded as a reduction to Net sales.
In addition to the impact of these services on DPO, DPO also increased due to the mix of payables with certain vendors that have longer payment terms.
Investing Activities Net cash used in investing activities increased $15 million in 2017 compared to 2016.
Capital expenditures increased $17 million to $81 million from $64 million for 2017 and 2016, respectively, primarily related to improvements to our information technology systems.
Net cash used in investing activities decreased $289 million in 2016 compared to 2015.
The decrease in cash used was primarily due to the completion of the acquisition of CDW UK in 2015.
Additionally, capital expenditures decreased $26 million to $64 million from $90 million for 2016 and 2015, respectively, primarily due to spending for our new office location in 2015.  Financing Activities Net cash used in financing activities increased $514 million in 2017 compared to 2016.
The increase was primarily driven by changes in accounts payable-inventory financing, which resulted in an increase in cash used for financing activities of $228 million and by share repurchases during 2017, which resulted in an increase in cash used for financing activities of $167 million.
For more information on our share repurchase program, see Part II, Item 5, “Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities.
” The increase in cash used for Accounts payable-inventory financing was primarily driven by the termination of one of our inventory financing agreements in the fourth quarter of 2016, with amounts
PRUDENTIAL FINANCIAL, INC.  Notes to Consolidated Financial Statements 20.
FAIR VALUE OF ASSETS AND LIABILITIES (continued) Nonrecurring Fair Value Measurements—Certain assets and liabilities are measured at fair value on a nonrecurring basis.
Nonrecurring fair value adjustments resulted in $73 million of losses being recorded for the year ended December 31, 2010 on certain commercial mortgage loans.
The carrying value of these loans as of December 31, 2010 was $267 million.
Similar losses on commercial mortgage loans of $200 million and $36 million were recorded for the years ended December 31, 2009 and 2008.
The adjustments were based on either discounted cash flows utilizing market rates or the fair value of the underlying real estate collateral and were classified as Level 3 in the hierarchy.
In addition, losses of $38 million were recorded for the year ended December 31, 2008 related to commercial loans that were carried at the lower of cost or market.
The fair value measurements were classified as Level 3 in the valuation hierarchy.
The inputs utilized for these valuations are pricing indicators from the whole loan market, which the Company considers its principal market for these loans.
Impairments of $6 million, $55 million and $26 million were recorded for the years ended December 31, 2010, 2009 and 2008, respectively, on certain cost method investments.
The carrying value as of December 31, 2010 of these investments was $165 million.
In addition, impairments of $4 million, $12 million and $14 million were recorded for the years ended December 31, 2010, 2009 and 2008, respectively, on certain equity method investments.
These fair value adjustments were based on inputs classified as Level 3 in the valuation hierarchy.
The inputs utilized were primarily discounted estimated future cash flows and, where appropriate, valuations provided by the general partners taken into consideration with deal and management fee expenses.
Impairments of $6 million and $12 million for the years ended December 31, 2010 and 2009, respectively, were recorded for mortgage servicing rights.
The impairments were based on internal models and were classified as Level 3 in the hierarchy.
In addition, impairments of $7 million for the year ended December 31, 2009 were recorded for real estate investments, some of which were classified as discontinued operations.
The impairments were based on appraisal values or purchase agreements and were classified as Level 3 in the hierarchy.
For the year ended December 31, 2008, the Company recorded impairments of $316 million on certain equity method investments in operating joint ventures held within the international investments segment.
The inputs used in determining these impairments were classified as Level 3 in the valuation hierarchy and consisted primarily of market multiples and discounted cash flows.
As discussed in more detail in Note 9, the Company recorded goodwill impairments of $337 million during the year ended December 31, 2008.
The inputs were classified as Level 3 and primarily consisted of discounted cash flows and market multiples.
Fair Value Option—The following table presents information regarding changes in fair values recorded in earnings for commercial mortgage loans, other long-term investments and long-term debt, where the fair value option has been elected.

<table><tr><td> </td><td colspan="7"> Years Ended December 31,</td></tr><tr><td> Revenues</td><td> 2005</td><td> Change</td><td> % Change</td><td> 2004</td><td> Change</td><td> % Change</td><td> 2003</td></tr><tr><td> </td><td colspan="7"> (in millions)</td></tr><tr><td>Domestic:</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Orthodontic</td><td>$85.4</td><td>$-0.7</td><td>- 1%</td><td>$86.1</td><td>$14.0</td><td>19%</td><td>$72.1</td></tr><tr><td>GP</td><td>89.1</td><td>27.1</td><td>44%</td><td>62.0</td><td>30.5</td><td>97%</td><td>31.5</td></tr><tr><td>International</td><td>23.2</td><td>6.8</td><td>41%</td><td>16.4</td><td>4.7</td><td>40%</td><td>11.7</td></tr><tr><td>Total Invisalign</td><td>197.7</td><td>33.2</td><td>20%</td><td>164.5</td><td>49.2</td><td>43%</td><td>115.3</td></tr><tr><td>Other revenue</td><td>9.4</td><td>1.1</td><td>13%</td><td>8.3</td><td>0.9</td><td>12%</td><td>7.4</td></tr><tr><td>Total Revenue</td><td>$207.1</td><td>$34.3</td><td>20%</td><td>$172.8</td><td>$50.1</td><td>41%</td><td>$122.7</td></tr></table>
<table><tr><td> </td><td colspan="5"> Years Ended December 31,</td></tr><tr><td> </td><td>2006</td><td> Change</td><td>2005</td><td> Change</td><td> 2004</td></tr><tr><td> </td><td colspan="5"> (in millions)</td></tr><tr><td>Cost of revenues</td><td>$64.8</td><td>$1.0</td><td>$63.8</td><td>$6.3</td><td>$57.5</td></tr><tr><td>% of net revenues</td><td>31.4%</td><td></td><td>30.8%</td><td></td><td>33.3%</td></tr><tr><td>Gross profits</td><td>$141.6</td><td>$-1.7</td><td>$143.3</td><td>$28.0</td><td>$115.3</td></tr><tr><td>% of net revenues</td><td>68.6%</td><td></td><td>69.2%</td><td></td><td>66.7%</td></tr></table>
<table><tr><td></td><td>December 31,</td></tr><tr><td>(in days)</td><td>2017</td><td>2016</td><td>2015</td></tr><tr><td>Days of sales outstanding (DSO)<sup>(1)</sup></td><td>52</td><td>51</td><td>48</td></tr><tr><td>Days of supply in inventory (DIO)<sup>(2)</sup></td><td>12</td><td>12</td><td>13</td></tr><tr><td>Days of purchases outstanding (DPO)<sup>(3)</sup></td><td>-45</td><td>-44</td><td>-40</td></tr><tr><td>Cash conversion cycle</td><td>19</td><td>19</td><td>21</td></tr></table>

Question: what was the average capital expenditures , in millions , for 2016 and 2015?
Answer: 77