BackpropBuff/adversarial_qa_adversarialQA huggingface dataset:
Question: What else are the four necks or low-lying land that jut into the waters called?The Bronx's highest elevation at 280 feet (85 m) is in the northwest corner, west of Van Cortlandt Park and in the Chapel Farm area near the Riverdale Country School. The opposite (southeastern) side of the Bronx has four large low peninsulas or "necks" of low-lying land that jut into the waters of the East River and were once salt marsh: Hunt's Point, Clason's Point, Screvin's Neck and Throg's Neck. Further up the coastline, Rodman's Neck lies between Pelham Bay Park in the northeast and City Island. The Bronx's irregular shoreline extends for 75 square miles (194 km2).

Answer:Hunt's Point, Clason's Point, Screvin's Neck and Throg's Neck
Question: How big is the coast of the city?The Bronx's highest elevation at 280 feet (85 m) is in the northwest corner, west of Van Cortlandt Park and in the Chapel Farm area near the Riverdale Country School. The opposite (southeastern) side of the Bronx has four large low peninsulas or "necks" of low-lying land that jut into the waters of the East River and were once salt marsh: Hunt's Point, Clason's Point, Screvin's Neck and Throg's Neck. Further up the coastline, Rodman's Neck lies between Pelham Bay Park in the northeast and City Island. The Bronx's irregular shoreline extends for 75 square miles (194 km2).

Answer:194 km2
Question: Which Yankee Stadium opened in 1923?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:original
Question: What is the name of the famous baseball player with the initials Y.B.?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:Yogi Berra
Question: Where is the Bronx located?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:New York
Question: Yankee Stadium is on 161st Street and River Avenue in?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:The Bronx
Question: What game is Yankee Stadium home of?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:baseball
Question: What do the New York Yankees play?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:Major League Baseball
Question: Who has played at the ballpark on 161st Street and River Avenue?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:baseball's greatest players
Question: Yankee Stadium is home to?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:the New York Yankees
Question: What comes after 160th Street?The Bronx is the home of the New York Yankees of Major League Baseball. The original Yankee Stadium opened in 1923 on 161st Street and River Avenue, a year that saw the Yankees bring home their first of 27 World Series Championships. With the famous facade, the short right field porch and Monument Park, Yankee Stadium has been home to many of baseball's greatest players including Babe Ruth, Lou Gehrig, Joe DiMaggio, Whitey Ford, Yogi Berra, Mickey Mantle, Reggie Jackson, Derek Jeter and Mariano Rivera.

Answer:161st Street
Question: What does the PC business earn for dell?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:revenue
Question: What strategy did Dell employ to attempt to revitalize itself?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:expanding into the enterprise market with servers, networking, software, and services
Question: What part of Dell's business is not performing as well as it once did?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:PC business
Question: Dell got into enterprise for what reason?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:to offset its declining PC business
Question: Which issues did Dell's competitor deal with but they did not?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:acquisition writedowns and management turnover
Question: What losses explain why dell is no longer protected from rivals?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:revenue and share price
Question: Why did Dell begin suffering financially?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:the company was unable to convince the market that it could thrive or made the transformation in the post-PC world
Question: Ultimately, what was Dell's fate?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:sales and profits have fallen precipitously
Question: What does dell want to do?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:offset its declining PC business
Question: What kind of personnel issue hit Dell's competitors?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:management turnover
Question: What did Dell do compared to the problems it's rival dealt with in terms of personnel?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:avoided
Question: Dell has a legacy as what kind of company?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:high-touch direct sales
Question: What did Dell spend billions attempting to do?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:diversify its portfolio beyond hardware
Question: What once protected Dell against companies like Hewlett Packard?Dell has been attempting to offset its declining PC business, which still accounted for half of its revenue and generates steady cash flow, by expanding into the enterprise market with servers, networking, software, and services. It avoided many of the acquisition writedowns and management turnover that plagued its chief rival Hewlett Packard. Dell also managed some success in taking advantage of its high-touch direct sales heritage to establish close relationships and design solutions for clients. Despite spending $13 billion on acquisitions to diversify its portfolio beyond hardware, the company was unable to convince the market that it could thrive or made the transformation in the post-PC world, as it suffered continued declines in revenue and share price. Dell's market share in the corporate segment was previously a "moat" against rivals but this has no longer been the case as sales and profits have fallen precipitously.

Answer:market share
Question: Who led in 2012 prifts with the computer industry with nearly half of the overall amount of money?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:Apple Inc.'s
Question: Who took the third biggest share of operating profits in the PC industry?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:Hewlett Packard
Question: Which of the following is not a computer vendor: Dell, Apple, or ThinkPad?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:ThinkPad
Question: what was the first manufacturer mentioned?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:Dell
Question: Which of the following is not computer model: ThinkPad, Macintosh, or Lenovo?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:Lenovo
Question: which PC makers were making domestic companies feel stressed?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:Asian PC manufacturers
Question: What negative event happened to Dell in 2011?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:dropped below Lenovo in 2011 to fall to number three in the world
Question: who was right behind the lead spot in 2012?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:Dell
Question: who preferred the thinkpad?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:corporate customers
Question: what type of machine was mentioned first?In the shrinking PC industry, Dell continued to lose market share, as it dropped below Lenovo in 2011 to fall to number three in the world. Dell and fellow American contemporary Hewlett Packard came under pressure from Asian PC manufacturers Lenovo, Asus, and Acer, all of which had lower production costs and willing to accept lower profit margins. In addition, while the Asian PC vendors had been improving their quality and design, for instance Lenovo's ThinkPad series was winning corporate customers away from Dell's laptops, Dell's customer service and reputation had been slipping. Dell remained the second-most profitable PC vendor, as it took 13 percent of operating profits in the PC industry during Q4 2012, behind Apple Inc.'s Macintosh that took 45 percent, seven percent at Hewlett Packard, six percent at Lenovo and Asus, and one percent for Acer.

Answer:PC
Question: What characteristic of Dell appealed to customers?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:low prices
Question: When other companies were focusing on MP3 players and later mobile devices, what was Dell still focused on?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:PC market
Question: What did Dell prioritize over research and development?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:operating margins
Question: Why did Dell have a reputation of not being an innovator in the mid-2000's?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:low spending on R&D
Question: When did Dell lose steam in the tech marketplace?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:mid-2000s
Question: What aspect of Dell's business model prevented it from innovating?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:low spending on R&D
Question: What companies were the next source of growth in the IT sector?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:IBM, Hewlett Packard, and Apple Inc
Question: What was the cornerstone of Dell's business model?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:supply chain efficiencies
Question: What mode of business organization did Dell choose not to adopt?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:vertically integrated stacks
Question: What reason did Dell have for not budgeting enough money on research and development of new products?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:Increasing spending on R&D would have cut into the operating margins
Question: Oracle and Hewlett Packard preformed better than Dell in what areas?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:vertically integrated stacks
Question: Dell, Hewlett Packard, Oracle, IBM and Apple are a part of what?Dell had a reputation as a company that relied upon supply chain efficiencies to sell established technologies at low prices, instead of being an innovator. By the mid-2000s many analysts were looking to innovating companies as the next source of growth in the technology sector. Dell's low spending on R&D relative to its revenue (compared to IBM, Hewlett Packard, and Apple Inc.)—which worked well in the commoditized PC market—prevented it from making inroads into more lucrative segments, such as MP3 players and later mobile devices. Increasing spending on R&D would have cut into the operating margins that the company emphasized. Dell had done well with a horizontal organization that focused on PCs when the computing industry moved to horizontal mix-and-match layers in the 1980s, but by the mid-2000 the industry shifted to vertically integrated stacks to deliver complete IT solutions and Dell lagged far behind competitors like Hewlett Packard and Oracle.

Answer:the technology sector
Question: Most __ languages lack a long history of written attestationThe origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:Austronesian
Question: Anthropology is a?The origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:scientific disciplines
Question: Where did the Samoans' ancestors come from?The origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:Southeast Asia and Melanesia
Question: How many schools of thought are found in the study of Polynesia?The origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:a number of different theories
Question: What are being studied about the Samoans?The origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:genetics, linguistics and anthropology
Question: What is the latest status of the scientific  research about the Samoans?The origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:The Samoan origins are currently being reassessed
Question: __ and Niger–Congo are the two largest language families in the world.The origins of the Samoans are closely studied in modern research about Polynesia in various scientific disciplines such as genetics, linguistics and anthropology. Scientific research is ongoing, although a number of different theories exist; including one proposing that the Samoans originated from Austronesian predecessors during the terminal eastward Lapita expansion period from Southeast Asia and Melanesia between 2,500 and 1,500 BCE. The Samoan origins are currently being reassessed due to new scientific evidence and carbon dating findings from 2003 and onwards.

Answer:Austronesian