romikgosai/squad_modified_2 huggingface dataset:
Dell sells personal computers (PCs), servers, data storage devices, network switches, software, computer peripherals, HDTVs, cameras, printers, MP3 players, and electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce, particularly its direct-sales model and its "build-to-order" or "configure to order" approach to manufacturing—delivering individual PCs configured to customer specifications. Dell was a pure hardware vendor for much of its existence, but with the acquisition in 2009 of Perot Systems, Dell entered the market for IT services. The company has since made additional acquisitions in storage and networking systems, with the aim of expanding their portfolio from offering computers only to delivering complete solutions for enterprise customers.

Q1: Innovations in what kind of management is Dell known for?
A1: supply chain
Q2: What sales model did Dell follow?
A2: direct-sales
Q3: For the majority of Dell's existence, what were they a vendor of?
A3: hardware
Q4: What company did Dell acquire in 2009?
A4: Perot Systems
Q5: What market did Dell begin to compete in in 2009?
A5: IT services
In 1993, to complement its own direct sales channel, Dell planned to sell PCs at big-box retail outlets such as Wal-Mart, which would have brought in an additional $125 million in annual revenue. Bain consultant Kevin Rollins persuaded Michael Dell to pull out of these deals, believing they would be money losers in the long run. Margins at retail were thin at best and Dell left the reseller channel in 1994. Rollins would soon join Dell full-time and eventually become the company President and CEO.

Q1: What year did Dell plan to sell PCs at retailers?
A1: 1993
Q2: What was one retailer that were going to sell Dell PCs?
A2: Wal-Mart
Q3: Who convinced Michael Dell to not use retailers to sell PCs?
A3: Kevin Rollins
Q4: What position at Dell did Kevin Rollins eventually attain?
A4: CEO
In 1986, Michael Dell brought in Lee Walker, a 51-year-old venture capitalist, as president and chief operating officer, to serve as Michael's mentor and implement Michael's ideas for growing the company. Walker was also instrumental in recruiting members to the board of directors when the company went public in 1988. Walker retired in 1990 due to health, and Michael Dell hired Morton Meyerson, former CEO and president of Electronic Data Systems to transform the company from a fast-growing medium-sized firm into a billion-dollar enterprise.

Q1: What year did Michael Dell bring in Lee Walker to the company?
A1: 1986
Q2: What did Lee Walker recruit members to Dell for?
A2: board of directors
Q3: What year did Walker retire?
A3: 1990
Q4: What was Morton Meyerson's position at his former company?
A4: CEO
Despite plans of expanding into other global regions and product segments, Dell was heavily dependent on U.S. corporate PC market, as desktop PCs sold to both commercial and corporate customers accounted for 32 percent of its revenue, 85 percent of its revenue comes from businesses, and Sixty-four percent of its revenue comes from North and South America, according to its 2006 third-quarter results. U.S. shipments of desktop PCs were shrinking, and the corporate PC market which purchases PCs in upgrade cycles had largely decided to take a break from buying new systems. The last cycle started around 2002, three or so years after companies started buying PCs ahead of the perceived Y2K problems, and corporate clients were not expected to upgrade again until extensive testing of Microsoft's Windows Vista (expected in early 2007), putting the next upgrade cycle around 2008. Heavily depending on PCs, Dell had to slash prices to boost sales volumes, while demanding deep cuts from suppliers.

Q1: What country's PC market was Dell reliant on?
A1: U.S
Q2: What percentage of Dell's profits were desktop PCs being sold to commercial and corporate buyers?
A2: 32 percent
Q3: What year were Dell's PC profits shrinking?
A3: 2006
Q4: What operating system was slated to be the next system upgrade for corporate clients?
A4: Microsoft's Windows Vista
The release of Apple's iPad tablet computer had a negative impact on Dell and other major PC vendors, as consumers switched away from desktop and laptop PCs. Dell's own mobility division has not managed success with developing smartphones or tablets, whether running Windows or Google Android. The Dell Streak was a failure commercially and critically due to its outdated OS, numerous bugs, and low resolution screen. InfoWorld suggested that Dell and other OEMs saw tablets as a short-term, low-investment opportunity running Google Android, an approach that neglected user interface and failed to gain long term market traction with consumers. Dell has responded by pushing higher-end PCs, such as the XPS line of notebooks, which do not compete with the Apple iPad and Kindle Fire tablets. The growing popularity of smartphones and tablet computers instead of PCs drove Dell's consumer segment to an operating loss in Q3 2012. In December 2012, Dell suffered its first decline in holiday sales in five years, despite the introduction of Windows 8.

Q1: Which division of Dell were unsuccessful in developing mobile devices?
A1: mobility
Q2: The release of what electronic had a negative impact on Dell?
A2: iPad
Q3: What Dell product was a commercial failure?
A3: Streak
Q4: What line of high end electronics did Dell create that failed to compete with Apple products?
A4: XPS
Q5: What year did Dell see its first decline in holiday sales?
A5: 2012
Dell's reputation for poor customer service, since 2002, which was exacerbated as it moved call centres offshore and as its growth outstripped its technical support infrastructure, came under increasing scrutiny on the Web. The original Dell model was known for high customer satisfaction when PCs sold for thousands but by the 2000s, the company could not justify that level of service when computers in the same lineup sold for hundreds. Rollins responded by shifting Dick Hunter from head of manufacturing to head of customer service. Hunter, who noted that Dell's DNA of cost-cutting "got in the way," aimed to reduce call transfer times and have call center representatives resolve inquiries in one call. By 2006, Dell had spent $100 million in just a few months to improve on this, and rolled out DellConnect to answer customer inquiries more quickly. In July 2006, the company started its Direct2Dell blog, and then in February 2007, Michael Dell launched IdeaStorm.com, asking customers for advice including selling Linux computers and reducing the promotional "bloatware" on PCs. These initiatives did manage to cut the negative blog posts from 49% to 22%, as well as reduce the "Dell Hell" prominent on Internet search engines.

Q1: What did Dell have a poor reputation for?
A1: customer service
Q2: Where did Dell move its call centers?
A2: offshore
Q3: Which Dell employee was moved from head of manufacturing to head of customer service?
A3: Dick Hunter
Q4: How much had Dell spent by 2006 on improving customer service?
A4: $100 million
In March 2013, the Blackstone Group and Carl Icahn expressed interest in purchasing Dell. In April 2013, Blackstone withdrew their offer, citing deteriorating business. Other private equity firms such as KKR & Co. and TPG Capital declined to submit alternative bids for Dell, citing the uncertain market for personal computers and competitive pressures, so the "wide-open bidding war" never materialized. Analysts said that the biggest challenge facing Silver Lake would be to find an “exit strategy” to profit from its investment, which would be when the company would hold an IPO to go public again, and one warned “But even if you can get a $25bn enterprise value for Dell, it will take years to get out.”

Q1: What year did the Blackstone Group express interest in acquiring Dell?
A1: 2013
Q2: What was the first private equity firm to decide not to submit a bid for Dell?
A2: KKR & Co
Q3: What company did analysts feel would need to find an exit strategy to profit from acquiring Dell?
A3: Silver Lake
Q4: How much was the potential enterprise value of Dell?
A4: $25bn
On April 23, 2008, Dell announced the closure of one of its biggest Canadian call-centers in Kanata, Ontario, terminating approximately 1100 employees, with 500 of those redundancies effective on the spot, and with the official closure of the center scheduled for the summer. The call-center had opened in 2006 after the city of Ottawa won a bid to host it. Less than a year later, Dell planned to double its workforce to nearly 3,000 workers add a new building. These plans were reversed, due to a high Canadian dollar that made the Ottawa staff relatively expensive, and also as part of Dell's turnaround, which involved moving these call-center jobs offshore to cut costs. The company had also announced the shutdown of its Edmonton, Alberta office, losing 900 jobs. In total, Dell announced the ending of about 8,800 jobs in 2007–2008 — 10% of its workforce.

Q1: What year did Dell close its largest Canadian call center?
A1: 2008
Q2: How many employees lost jobs when Dell closed their call center?
A2: 1100
Q3: How many workers did Dell plan to have at their Ottawa call center?
A3: 3,000
Q4: What percentage of its workforce did Dell terminate in from 2007 to 2008?
A4: 10%
The combined business is expected to address the markets for scale-out architecture, converged infrastructure and private cloud computing, playing to the strengths of both EMC and Dell. Commentators have questioned the deal, with FBR Capital Markets saying that though it makes a "ton of sense" for Dell, it's a "nightmare scenario that would lack strategic synergies" for EMC. Fortune said there was a lot for Dell to like in EMC's portfolio, but "does it all add up enough to justify tens of billions of dollars for the entire package? Probably not." The Register reported the view of William Blair & Company that the merger would "blow up the current IT chess board", forcing other IT infrastructure vendors to restructure to achieve scale and vertical integration. The value of VMware stock fell 10% after the announcement, valuing the deal at around $63–64bn rather than the $67bn originally reported.

Q1: What type of computing is the combined effort of EMC and Dell slated to address?
A1: private cloud computing
Q2: What organization commented on the deal between EMC and Dell?
A2: FBR Capital Markets
Q3: How much did VMware stock fall after the merger announcement?
A3: 10%
Q4: What was the original valuation of the merger?
A4: $67bn
After several weeks of rumors, which started around January 11, 2013, Dell announced on February 5, 2013 that it had struck a $24.4 billion leveraged buyout deal, that would have delisted its shares from the NASDAQ and Hong Kong Stock Exchange and taken it private. Reuters reported that Michael Dell and Silver Lake Partners, aided by a $2 billion loan from Microsoft, would acquire the public shares at $13.65 apiece. The $24.4 billion buyout was projected to be the largest leveraged buyout backed by private equity since the 2007 financial crisis. It is also the largest technology buyout ever, surpassing the 2006 buyout of Freescale Semiconductor for $17.5 billion.

Q1: What was the value of Dell's buyout deal?
A1: $24.4 billion
Q2: What year did Dell announce its buyout deal?
A2: 2013
Q3: What was the value of the loan that Dell received from Microsoft?
A3: $2 billion
Q4: What was the value of the second largest technology buyout?
A4: $17.5 billion
In 2000, Dell announced that it would lease 80,000 square feet (7,400 m2) of space in the Las Cimas office complex in unincorporated Travis County, Texas, between Austin and West Lake Hills, to house the company's executive offices and corporate headquarters. 100 senior executives were scheduled to work in the building by the end of 2000. In January 2001, the company leased the space in Las Cimas 2, located along Loop 360. Las Cimas 2 housed Dell's executives, the investment operations, and some corporate functions. Dell also had an option for 138,000 square feet (12,800 m2) of space in Las Cimas 3. After a slowdown in business required reducing employees and production capacity, Dell decided to sublease its offices in two buildings in the Las Cimas office complex. In 2002 Dell announced that it planned to sublease its space to another tenant; the company planned to move its headquarters back to Round Rock once a tenant was secured. By 2003, Dell moved its headquarters back to Round Rock. It leased all of Las Cimas I and II, with a total of 312,000 square feet (29,000 m2), for about a seven-year period after 2003. By that year roughly 100,000 square feet (9,300 m2) of that space was absorbed by new subtenants.

Q1: How much space did Dell lease in Texas?
A1: 80,000 square feet
Q2: How many senior executives were slated to work in the building Dell leased?
A2: 100
Q3: What year did Dell announce its plans to sublease its building?
A3: 2002
Q4: Where did Dell move its headquarters back to in 2003?
A4: Round Rock
Q5: What was the total amount of space that Dell leased in Las Cimas 1 and 2?
A5: 312,000 square feet
Dell previously had its headquarters in the Arboretum complex in northern Austin, Texas. In 1989 Dell occupied 127,000 square feet (11,800 m2) in the Arboretum complex. In 1990, Dell had 1,200 employees in its headquarters. In 1993, Dell submitted a document to Round Rock officials, titled "Dell Computer Corporate Headquarters, Round Rock, Texas, May 1993 Schematic Design." Despite the filing, during that year the company said that it was not going to move its headquarters. In 1994, Dell announced that it was moving most of its employees out of the Arboretum, but that it was going to continue to occupy the top floor of the Arboretum and that the company's official headquarters address would continue to be the Arboretum. The top floor continued to hold Dell's board room, demonstration center, and visitor meeting room. Less than one month prior to August 29, 1994, Dell moved 1,100 customer support and telephone sales employees to Round Rock. Dell's lease in the Arboretum had been scheduled to expire in 1994.

Q1: What Texas city was Dell's headquarters previously in?
A1: Austin
Q2: How many employees worked at Dell's Texas headquarters?
A2: 1,200
Q3: What year did Dell announce that it was moving most of its employees out of Texas?
A3: 1994
Q4: Where was the board room located at Dells Arboretum building?
A4: top floor
Q5: How many customer support employees did Dell move to Round Rock in 1994?
A5: 1,100
Dell assembled computers for the EMEA market at the Limerick facility in the Republic of Ireland, and once employed about 4,500 people in that country. Dell began manufacturing in Limerick in 1991 and went on to become Ireland's largest exporter of goods and its second-largest company and foreign investor. On January 8, 2009, Dell announced that it would move all Dell manufacturing in Limerick to Dell's new plant in the Polish city of Łódź by January 2010. European Union officials said they would investigate a €52.7million aid package the Polish government used to attract Dell away from Ireland. European Manufacturing Facility 1 (EMF1, opened in 1990) and EMF3 form part of the Raheen Industrial Estate near Limerick. EMF2 (previously a Wang facility, later occupied by Flextronics, situated in Castletroy) closed in 2002,[citation needed] and Dell Inc. has consolidated production into EMF3 (EMF1 now[when?] contains only offices). Subsidies from the Polish government did keep Dell for a long time. After ending assembly in the Limerick plant the Cherrywood Technology Campus in Dublin was the largest Dell office in the republic with over 1200 people in sales (mainly UK & Ireland), support (enterprise support for EMEA) and research and development for cloud computing, but no more manufacturing except Dell's Alienware subsidiary, which manufactures PCs in an Athlone, Ireland plant. Whether this facility will remain in Ireland is not certain. Construction of EMF4 in Łódź, Poland has started[update]: Dell started production there in autumn 2007.

Q1: For what market did Dell make computers for in Ireland?
A1: EMEA
Q2: How many Irish employees did Dell hire?
A2: 4,500
Q3: What was the value of the aid package given to Dell that the European Union investigated?
A3: €52.7million
Q4: What year did Dell announce it was relocating its Irish facility?
A4: 2009
Q5: What year did Dell begin production in the Lodz, Poland facility?
A5: 2007
In addition, the company provides protection services, advisory services, multivendor hardware support, "how-to" support for software applications, collaborative support with many third-party vendors, and online parts and labor dispatching for customers who diagnose and troubleshoot their hardware. Dell also provides Dell ProSupport customers access to a crisis-center to handle major outages, or problems caused by natural disasters. Dell also provide on-line support by using the computer's service-tag that provides full list of the hardware elements installed originally, purchase date and provides the latest upgrades for the original hardware drivers.

Q1: What kind of hardware support does Dell provide?
A1: multivendor
Q2: What kind of customers does Dell provide support to for major outages?
A2: ProSupport
Q3: What kind of support does Dell provide using a computer's service-tag?
A3: on-line support
Dell service and support brands include the Dell Solution Station (extended domestic support services, previously "Dell on Call"), Dell Support Center (extended support services abroad), Dell Business Support (a commercial service-contract that provides an industry-certified technician with a lower call-volume than in normal queues), Dell Everdream Desktop Management ("Software as a Service" remote-desktop management, originally a SaaS company founded by Elon Musk's cousin, Lyndon Rive, which Dell bought in 2007), and Your Tech Team (a support-queue available to home users who purchased their systems either through Dell's website or through Dell phone-centers).

Q1: What is the alternate name for the Dell Solution Station?
A1: Dell on Call
Q2: What Dell service offers certified technicians to tackle commercial technical support?
A2: Dell Business Support
Q3: What Dell service offers remote desktop management?
A3: Dell Everdream Desktop Management
Q4: What is the name of the Dell service that gives home-users a support queue?
A4: Your Tech Team
In late 2006[update], Dell lost its lead in the PC-business to Hewlett-Packard. Both Gartner and IDC estimated that in the third quarter of 2006, HP shipped more units worldwide than Dell did. Dell's 3.6% growth paled in comparison to HP's 15% growth during the same period. The problem got worse in the fourth quarter, when Gartner estimated that Dell PC shipments declined 8.9% (versus HP's 23.9% growth). As a result, at the end of 2006 Dell's overall PC market-share stood at 13.9% (versus HP's 17.4%).

Q1: What year did Dell lose its tech lead to Hewlett-Packard?
A1: 2006
Q2: What was HP's growth during the third quarter of 2006?
A2: 15%
Q3: What was the rate of decline that Dell experienced in PC shipments?
A3: 8.9%
Q4: What was Dell's market share at the end of 2006?
A4: 13.9%
Dell was the first company to publicly state a timeline for the elimination of toxic polyvinyl chloride (PVC) and brominated flame retardants (BFRs), which it planned to phase out by the end of 2009. It revised this commitment and now aims to remove these toxics by the end of 2011 but only in its computing products. In March 2010, Greenpeace activists protested at Dell offices in Bangalore, Amsterdam and Copenhagen calling for Dell’s founder and CEO Michael Dell to ‘drop the toxics’ and claiming that Dell’s aspiration to be ‘the greenest technology company on the planet’ was ‘hypocritical’. Dell has launched its first products completely free of PVC and BFRs with the G-Series monitors (G2210 and G2410) in 2009.

Q1: What toxic chemical did Dell set to eliminate from its products?
A1: polyvinyl chloride
Q2: By what year does Dell plan to remove chemicals from its computers?
A2: 2011
Q3: What activists protested at Dell's offices in response to the usage of toxic chemicals?
A3: Greenpeace
Q4: What year did Dell launch its first products that were free of toxic chemicals?
A4: 2009
In 2006, Dell acknowledged that it had problems with customer service. Issues included call transfers of more than 45% of calls and long wait times. Dell's blog detailed the response: "We're spending more than a $100 million — and a lot of blood, sweat and tears of talented people — to fix this." Later in the year, the company increased its spending on customer service to $150 million. Despite significant investment in this space, Dell continues to face public scrutiny with even the company's own website littered with complaints regarding the issue escalation process.[original research?]

Q1: What percentage of Dell support calls were transferred?
A1: 45%
Q2: How much did Dell originally spend to fix their customer service?
A2: $100 million
Q3: What amount did Dell increase its customer service budget to?
A3: $150 million
The company aims to reduce its external environmental impact through energy-efficient evolution of products, and also reduce its direct operational impact through energy-efficiency programs. Internal energy-efficiency programs reportedly save the company more than $3 million annually in energy-cost savings. The largest component of the company's internal energy-efficiency savings comes through PC power management: the company expects to save $1.8 million in energy costs through using specialized energy-management software on a network of 50,000 PCs.

Q1: What does Dell aim to reduce by creating energy efficient products?
A1: external environmental impact
Q2: How much does energy efficiency save Dell per year?
A2: $3 million
Q3: What is the largest contributor to Dell's energy efficiency savings?
A3: PC power management
Q4: How many PCs does Dell employ energy management software on?
A4: 50,000
If a defendant is sentenced to death at the trial level, the case then goes into a direct review. The direct review process is a typical legal appeal. An appellate court examines the record of evidence presented in the trial court and the law that the lower court applied and decides whether the decision was legally sound or not. Direct review of a capital sentencing hearing will result in one of three outcomes. If the appellate court finds that no significant legal errors occurred in the capital sentencing hearing, the appellate court will affirm the judgment, or let the sentence stand. If the appellate court finds that significant legal errors did occur, then it will reverse the judgment, or nullify the sentence and order a new capital sentencing hearing. Lastly, if the appellate court finds that no reasonable juror could find the defendant eligible for the death penalty, a rarity, then it will order the defendant acquitted, or not guilty, of the crime for which he/she was given the death penalty, and order him sentenced to the next most severe punishment for which the offense is eligible. About 60 percent survive the process of direct review intact.

Q1: What process begins after a death sentence is handed down at trial?
A1: direct review
Q2: In a direct review, what type of court looks at the record?
A2: appellate
Q3: How many possible outcomes are there of a capital sentencing direct review?
A3: three
Q4: In a direct review, what court has its record reviewed by the appellate court?
A4: trial
Q5: What percentage of convictions survive direct review?
A5: 60