This task is about creating an unanswerable question based on a given passage. Construct a question that looks relevant to the given context but is unanswerable. Following are a few suggestions about how to create unanswerable questions:
(i) create questions which require satisfying a constraint that is not mentioned in the passage
(ii) create questions which require information beyond what is provided in the passage in order to answer
(iii) replace an existing entity, number, date mentioned in the passage with other entity, number, date and use it in the question
(iv) create a question which is answerable from the passage and then replace one or two words by their antonyms or insert/remove negation words to make it unanswerable.

Q: Passage: Comcast is sometimes described as a family business. Brian L. Roberts, Chairman, President, and CEO of Comcast, is son of co-founder Ralph Roberts. Roberts owns or controls just over 1% of all Comcast shares but all of the Class B supervoting shares, which gives him an "undilutable 33% voting power over the company". Legal expert Susan P. Crawford has said this gives him "effective control over its [Comcast's] every step". In 2010, he was one of the highest-paid executives in the United States, with total compensation of about $31 million.

A: Who is Brian L. Robert's son?
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Q: Passage: Samkhya school espouses dualism between consciousness and matter. It regards the universe as consisting of two realities; Purusa (consciousness) and prakriti (matter). Jiva (a living being) is that state in which purusa is bonded to prakriti in some form. This fusion, state the Samkhya scholars, led to the emergence of buddhi (awareness, intellect) and ahankara (individualized ego consciousness, "I-maker"). The universe is described by this school as one created by Purusa-Prakriti entities infused with various permutations and combinations of variously enumerated elements, senses, feelings, activity and mind.

A: What school rejects dualism?
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Q: Passage: 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.

A:
How much of Dell's revenue wasn't its PC division?
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