Intuit Business Analytics Interview Questions & Answers

Log the change, assess impact on scope, cost and timeline, get approval through change control or backlog grooming, and update documents and stakeholders.

ROI = (incremental profit - campaign cost) / campaign cost. Measure incremental sales using a control group or before-after comparison.

An Excel add-in for building data models with relationships and DAX measures over millions of rows, beyond normal worksheet limits.

The smallest version of a product with enough features to deliver value and gather real user feedback before investing more.

Structure it: households × car-owning share ÷ replacement cycle + first-time buyers + commercial fleet. State each assumption clearly and sanity-check the final number.

Pareto principle: about 80% of outcomes come from 20% of causes, such as most revenue from a few customers or most defects from a few issues.

Compare the current state (as-is) with the desired state (to-be), list the gaps in process, people or technology, and plan actions to close them.

A named temporary result introduced with WITH that makes long queries readable and reusable in the same statement.

Map the funnel, find the biggest drop-off, check usability and load time, run A/B tests on fixes and track conversion lift.

Prepare clean data, build PivotTables and PivotCharts, add KPI cards and slicers, and arrange everything on one sheet with a clear layout.

OLTP handles many small day-to-day transactions; OLAP supports analysis over large historical data with aggregates and reporting.

A measurable value showing progress to a goal, such as conversion rate, average order value, cart abandonment rate and customer retention.

An early assessment of whether a proposed solution is technically, economically, operationally and legally viable before committing budget.

Break sales into footfall, conversion and average basket, compare with last year and competitors, and check stock, pricing, staffing and local events.

The sales volume where total revenue equals total cost. It equals fixed cost divided by contribution margin per unit.

AVG ignores NULLs; use COALESCE(col, 0) if NULLs should count as zero, depending on the business meaning.

Identifying everyone affected by the project and mapping their influence and interest to decide how to communicate with and involve each group.

Stakeholders and the sponsor review the Business Requirements Document for completeness and accuracy, and the business owner gives formal sign-off before design begins.

XLOOKUP can look left or right, uses exact match by default, returns a custom value if nothing is found and doesn't break when columns move. VLOOKUP only looks right and needs a column number.

Decide whether and how to enter a market by evaluating attractiveness, competition, capabilities and entry mode (build, buy, partner), then risks and next steps.

It breaks a top metric into drivers: Revenue = Users × Conversion × AOV; Users = New + Returning, and so on. It shows which lever to pull and where a drop came from.

Revenue is total money from sales; profit is what remains after subtracting all costs and expenses.

Clear, testable conditions a story must meet to be accepted, often written as Given-When-Then scenarios.

GROUP BY aggregates rows by column; WHERE filters before grouping and HAVING filters after, using aggregate conditions.

A table linking each requirement to design, test cases and delivery status, ensuring nothing is missed and helping assess change impact.

Assess market size and demand, customer need, competition, unit economics, capabilities, risks and strategic fit, then test with a pilot before scale-up.

Number of outlets x daily customers x average bill x operating days, then validate using footfall, peak hours and similar chains.

Use STAR: Situation, Task, Action, Result. Show that you listened, found the underlying goal, used data to align people and reached a documented decision.

Use tables, Power Query, remove volatile functions, filter before calculating and move to Power Pivot or a database when rows reach the millions.

They help the Product Owner refine the backlog, write stories and acceptance criteria, clarify details with developers and support testing and demos.

WITH m AS (SELECT month, SUM(amount) AS rev FROM orders GROUP BY month) SELECT month, rev, ROUND(100.0 * (rev - LAG(rev) OVER (ORDER BY month)) / LAG(rev) OVER (ORDER BY month), 1) AS mom_pct FROM m;

Separate inputs, calculations and outputs, link all formulas to input cells, add scenarios and checks, and avoid hard-coded numbers inside formulas.

Waterfall runs fixed phases one after another with requirements frozen early. Agile delivers in short sprints with continuous feedback, so requirements can change. In Agile, BAs maintain the backlog and user stories.

Check row counts against the source, nulls, duplicates on keys, value ranges, date coverage and that totals reconcile with finance reports.

Strengths and Weaknesses are internal; Opportunities and Threats are external. Example: S = strong faculty, W = low brand awareness, O = AI upskilling demand, T = free online content.

Get distinct user-month pairs, self-join or use LAG on month per user, and keep rows where the previous month is exactly one month earlier.

Check market size (population, online ordering share), competition, restaurant supply, unit economics per order, CAC and payback period. Propose a pilot with clear success metrics.

Low-fidelity layouts of screens that help stakeholders visualise and agree on requirements before development starts.

It returns a custom value when a formula errors out, keeping reports clean, for example =IFERROR(VLOOKUP(...), "Not found").

A framework listing internal Strengths and Weaknesses and external Opportunities and Threats to assess a project or business position.

Goal Seek (find the input for a target output), Data Tables (see outputs for many inputs) and Scenario Manager (save best, base and worst cases).

Create a table, insert a PivotTable, drag region to rows, product to columns, sales to values, and add slicers for month or channel.

A short requirement written as 'As a user, I want X so that Y', backed by acceptance criteria. Good stories follow INVEST: independent, negotiable, valuable, estimable, small and testable.

Fixed costs stay constant regardless of volume, such as rent; variable costs change with volume, such as raw materials.

A query nested inside another, used for filtering or calculating values such as customers whose spend is above the average.

Combine cost-plus, competitor benchmarks and willingness to pay from research, test tiers with experiments and check margin and churn impact.

Testing how changes in key inputs such as price or volume affect the output, in Excel using data tables or scenario manager.

Interviews, workshops, surveys, observation, document analysis, prototyping and brainstorming, chosen according to stakeholders and project stage.

A diagram of steps, decisions and owners in a process, made using BPMN or flowcharts in tools like Visio, Lucidchart or draw.io.

A UML diagram showing actors and the actions (use cases) they perform with the system, giving a quick view of scope.

A BA bridges business and technology: gathers requirements, analyses data and processes, documents BRD/FRD and makes sure the final solution actually solves the business problem.

Every KPI is a metric, but a KPI is tied directly to a strategic goal (e.g. monthly churn). A metric can be any measurement (e.g. page views).

About 20 million people, roughly 10% order pizza on a weekend, about 1 pizza per 2 people in an order. This gives roughly 1 million pizzas, adjusted for outlets and delivery capacity.

Top-down: two-wheeler market x EV share x addressable segment. Bottom-up: target households x adoption rate x price. Compare both for a sanity check.

Variance = Actual - Budget, shown as amount and percentage, with conditional formatting to flag large gaps and comments on the drivers.

INNER returns only matching rows; LEFT returns all rows from the left table and NULLs where there is no match.

A language for querying databases. BAs use it to pull data themselves, validate numbers, check reports and answer questions without waiting for engineers.

The total profit expected from a customer over the relationship, roughly average margin x purchase frequency x lifespan, compared with acquisition cost.

Use FORECAST.ETS or a trendline on monthly history, check seasonality, compare with a simple moving average and present a range, not a single number.

Profit = Revenue minus Cost, where revenue = price x volume and cost = fixed + variable. Split each part to find which one explains a change.

Functions that summarise rows into a value, such as COUNT, SUM, AVG, MIN and MAX.

Aggregate revenue per month and use LAG(revenue) OVER (ORDER BY month) to compute (revenue - previous) / previous.

Use MoSCoW (Must, Should, Could, Won't), value versus effort scoring or the Kano model, agreed with stakeholders based on business value and risk.

Population about 20 million, adult tea drinkers about 50%, cups bought outside per person around 1 on average. This gives roughly 10 million cups, then adjust for offices and stalls.

SUM(sales) per category divided by SUM(SUM(sales)) OVER () and multiplied by 100 gives each category's share of the total.

CAGR = (End value / Start value)^(1/years) - 1, entered as =(B2/A2)^(1/n)-1.

Uncontrolled growth of requirements. Control it with a clear scope statement, change control process, impact analysis and sponsor approval for additions.