LatentView Analytics Business Analytics Interview Questions & Answers
Curated interview practice questions with answers. These are practice scenarios, not a verified list of past interview questions.
About LatentView Analytics hiring for Business Analytics roles
LatentView Analytics is an Indian data analytics company providing data engineering, business analytics and data science services to global clients, many in technology, consumer goods and financial services. It hires in India for analysts, data engineers and data scientists who work on dashboards, data pipelines and predictive models.
For Business Analytics roles, this LatentView Analytics practice set focuses most on Excel for Business Analysts (7), Financial and Business Analysis (6), SQL for Business Analysis (5), Case Studies and Guesstimates (4). It has 10 easy, 26 medium, 4 hard questions, so you can start easy and work up to the harder ones.
Company type
Analytics
Headquarters
Chennai, India
Main India offices
Chennai, Bengaluru
LatentView Analytics Business Analytics interview process
Online assessment (aptitude + SQL)
Technical interview
Case or guesstimate round
HR round
Typical pattern based on public candidate experiences. Rounds vary by role, team and year.
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01
What is the difference between sequence flow and message flow in BPMN?
A sequence flow is a solid arrow that shows the order of activities inside one pool, so it represents work controlled by one participant. A message flow is a dashed arrow with an open circle at its start and shows communication between two different pools, such as an order email from a customer to a seller. A common modelling mistake is drawing sequence flows across pools, which wrongly implies one party controls the other's work.
A balanced scorecard is a strategic performance framework that tracks objectives and KPIs across four perspectives: financial (revenue growth, margin), customer (NPS, retention), internal processes (cycle time, defect rate) and learning and growth (training hours, employee engagement). The idea is that financial results are lagging, so leaders also need leading measures of what drives future performance. A strategy map links the objectives with cause-and-effect arrows from people to processes to customers to financial outcomes.
03
Write a SQL query to find the percentage of orders delivered late in each city.
-- late = delivered after the promised date
SELECT
city,
COUNT(*) AS total_orders,
SUM(CASE WHEN delivered_at > promised_at THEN 1 ELSE 0 END) AS late_orders,
ROUND(100.0 * SUM(CASE WHEN delivered_at > promised_at THEN 1 ELSE 0 END)
/ COUNT(*), 2) AS late_pct
FROM orders
WHERE status = 'DELIVERED'
GROUP BY city
ORDER BY late_pct DESC;
04
Guesstimate: how many pizzas are sold in Mumbai on a weekend?
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.
The cash conversion cycle measures how many days cash is tied up in operations. It equals days inventory outstanding plus days sales outstanding minus days payables outstanding. Example: inventory sits 40 days, customers pay in 30 days and suppliers are paid in 45 days, so the cycle is 40 + 30 - 45 = 25 days. A shorter cycle means less working capital is needed. Some marketplaces have a negative cycle because they collect from customers before paying sellers.
06
Write an Excel formula to extract the domain from an email address.
SELECT
p.category,
SUM(oi.quantity * oi.unit_price) AS revenue,
SUM(oi.quantity * p.unit_cost) AS cost,
ROUND(100.0 * (SUM(oi.quantity * oi.unit_price)
- SUM(oi.quantity * p.unit_cost))
/ NULLIF(SUM(oi.quantity * oi.unit_price), 0), 2) AS gross_margin_pct
FROM order_items oi
JOIN products p ON p.product_id = oi.product_id
GROUP BY p.category
ORDER BY gross_margin_pct DESC;
08
Write an Excel formula for the weighted average selling price across orders.
// B2:B200 = price per unit, C2:C200 = units sold
=SUMPRODUCT(B2:B200, C2:C200) / SUM(C2:C200)
// a simple AVERAGE(B2:B200) would wrongly give a small order
// the same weight as a large one
09
What is horizontal and vertical analysis of financial statements?
Horizontal analysis compares line items across periods, showing growth, for example revenue up 18 percent year on year while employee costs grew 30 percent. Vertical analysis expresses each item as a percentage of a base within one period, such as each expense as a percentage of revenue, or each asset as a percentage of total assets. Together they show both trends and structure, and vertical analysis also makes companies of different size comparable.
10
After a redesign, average time spent in the app increased. Is that good?
It depends on the product's goal. For a content or learning app, more time may mean more engagement. For a payments or banking app, more time can mean users struggle to complete tasks. Check task completion rate, time to complete key actions, errors, support tickets and retention. A metric is good only when it moves in line with the value users came for.
11
What is a star schema and why do BI tools prefer it?
A star schema has one central fact table holding numeric events (sales, orders) linked to surrounding dimension tables (date, product, customer, region). BI tools prefer it because filters flow cleanly from dimensions to facts, DAX and Tableau calculations stay simple, and compression and query performance improve. A flat single table repeats text values and gets slow, while a snowflake with many chained lookups makes filtering and maintenance harder.
Value chain analysis breaks a business into the activities that create value: primary activities such as inbound logistics, operations, outbound logistics, marketing and sales, and service, plus support activities like procurement, technology, HR and infrastructure. For each activity you look at cost and differentiation. In cases it helps locate where costs are rising or where a competitive advantage can be built, for example in last-mile delivery.
Return Rate % =
VAR ReturnedQty = SUM ( Returns[Quantity] )
VAR SoldQty = SUM ( Sales[Quantity] )
RETURN
DIVIDE ( ReturnedQty, SoldQty, 0 )
// DIVIDE returns the third argument (0) when SoldQty is zero or blank.
// Format the measure as a percentage in the model.
16
Tell me about a time you discovered a missed requirement late in a project.
Situation: two weeks before go-live of a billing system, a finance user asked how GST credit notes would work, which we had not covered. Task: assess and recover. Action: I analysed the impact with developers, found a simple configuration path for most cases plus a manual step for rare ones, and presented both options with dates to the sponsor. Result: we went live on time with a documented workaround and delivered the full fix next sprint.
// Dates in Sales[Date], amounts in Sales[Amount]
=SUMIFS(Sales[Amount],
Sales[Date], ">=" & EOMONTH(TODAY(), -1) + 1,
Sales[Date], "<=" & TODAY())
// EOMONTH(TODAY(),-1)+1 gives the first day of the current month
20
A product manager wants to stop an A/B test after three days because the variant is winning. What do you advise?
Advise against it. Checking results repeatedly and stopping at the first significant result inflates false positives, often far beyond the planned 5 percent. Three days also misses weekly patterns and novelty effects. Run the test for the pre-calculated sample size and duration. If speed is critical, the team can use a sequential testing method designed for early looks, but that must be planned before the test starts.
21
A mid-size manufacturer must choose between building and buying a warehouse management system. How do you advise?
Compare options on fit, cost, time and risk. Buying a proven product is faster with lower risk and includes upgrades, but may need process changes and has recurring licence fees. Building fits unique processes exactly but needs a strong tech team, longer time and ongoing maintenance. Estimate five-year total cost of ownership, check whether processes are truly unique, and usually recommend buying and configuring unless warehousing is a core differentiator.
Use one pool for the company with lanes for Employee, Manager and HR system. Start event: leave request submitted. Task: system checks leave balance. Exclusive gateway: balance sufficient? If no, end event that notifies the employee. If yes, user task: manager reviews. Add an interrupting timer boundary event of 3 days that escalates to the skip-level manager. Gateway: approved or rejected. Approved path updates the leave balance and calendar, then both paths notify the employee and end.
CALCULATE evaluates an expression under a modified filter context. You pass a measure plus filter arguments that add, replace or remove filters, for example CALCULATE([Sales], 'Region'[Name] = "North") or CALCULATE([Sales], ALL('Product')). It is the basis of time intelligence, percent-of-total and comparison measures. It also triggers context transition when used inside a row context, which is powerful but a common source of confusion.
25
What are functional and non-functional requirements?
Functional requirements describe what the system does (login, reports); non-functional ones describe how well it does it (speed, security, availability, usability).
26
How would you analyse the declining sales of a retail store?
Situation: monthly cloud and software subscription costs had grown 35 percent in a year without anyone tracking why. Task: my manager asked me to review them. Action: I combined invoices with user login data in Excel and found 140 licences unused for over 90 days and two tools doing the same job. Result: we cancelled unused licences and consolidated tools, saving about 18 lakh rupees a year, and I set up a quarterly licence review report.
28
What is conditional formatting and how would you use it in a business report?
Conditional formatting changes a cell's look based on rules or formulas. In reports you can highlight targets missed in red, use data bars for sales size, colour scales for a region heatmap, icon sets for trend direction, or a formula rule like =$E2<$F2 to colour an entire row. Use it sparingly and with a legend so the eye goes only to the exceptions that need action.
29
Stakeholders give conflicting requirements. What do you do?
Clarify the goal behind each request, map them to business objectives, prioritise with MoSCoW, run a joint session, then document the decision and get sign-off.
30
A project's business case promised 30 percent cost savings, but after go-live only 10 percent is realised. What do you do?
Run a benefits review against the original baseline and assumptions. Check whether savings depended on actions that did not happen, such as reducing manual roles, retiring the old system or full user adoption. Check whether the baseline or volumes changed. Separate delayed benefits from lost ones. Then produce a recovery plan with owners, for example decommissioning the legacy licence or driving adoption. Also feed the lessons into how future business cases estimate benefits.
31
What is the difference between defect severity and defect priority?
Severity describes the impact of a defect on the system or business, such as critical when payments fail or low for a spelling mistake. Priority describes how urgently it must be fixed, which is a business decision. They can differ: a wrong company logo on the login page is low severity but high priority before a launch, while a crash in a rarely used year-end report may be high severity but lower priority if the report is months away.
32
After joining orders to a payments table, your total revenue doubled. What went wrong?
The join created a fan-out: some orders have more than one payment row, such as split payments or retries, so each order amount is repeated. Check the grain by counting rows per order_id on both sides. Fix it by aggregating payments to one row per order in a CTE before joining, joining on the full key, or summing from the table whose grain matches the metric. Always compare row counts before and after a join.
33
What is the difference between churn rate and retention rate?
Churn rate is the percentage of customers who leave in a period: customers lost divided by customers at the start. Retention rate is the percentage who stay, roughly 100 minus churn for the same cohort. If you start a month with 1,000 subscribers and 50 cancel, churn is 5 percent and retention 95 percent. Count new customers separately, otherwise growth hides churn. Revenue churn can differ from customer churn.
UAT sign-off is the formal acceptance by the business that the solution meets agreed requirements and is fit to go live, often with a list of known open defects and agreed workarounds. It should be given by the accountable business owner or product owner, not by the IT team or the BA. The BA prepares the evidence: test execution summary, defect status and traceability to requirements. Sign-off is recorded in writing, usually by email or in the test management tool.
35
Write an Excel formula that lists all North region orders above 50,000 rupees.
=FILTER(Orders[[OrderID]:[Amount]],
(Orders[Region]="North") * (Orders[Amount]>50000),
"No matching orders")
# Multiplying the two conditions acts as AND.
# Use + instead of * for OR logic.
# Wrap with SORT(..., 3, -1) to sort by the third column descending.
Explain the risks in business terms: without UAT, there is no evidence that real processes work, and production defects cost far more to fix and can affect customers and compliance. Offer alternatives: a shortened UAT covering only critical business flows, parallel running with the old system, a phased rollout to one branch or user group, or extended hypercare. If the sponsor still decides to skip it, record the decision and accepted risks formally.
ROI (return on investment) is the gain from a specific investment divided by its cost and is used to judge projects or campaigns. ROE (return on equity) is net profit divided by shareholders' equity and shows the return to owners; high debt can inflate it. ROCE (return on capital employed) is EBIT divided by equity plus long-term debt and shows how efficiently all long-term capital is used. ROCE is better for comparing companies with different debt levels.
39
What is a SIPOC diagram and when do you use it before detailed process mapping?
SIPOC stands for Suppliers, Inputs, Process, Outputs and Customers. It is a one-page, high-level table that lists 4 to 7 main process steps along with who supplies what and who receives the outputs. A BA uses it at the start of a process improvement project to agree on scope and boundaries with stakeholders before spending time on a detailed BPMN map. It prevents arguments later about where the process starts and ends.
40
What is the difference between DELETE, TRUNCATE and DROP in SQL?
DELETE removes selected rows using a WHERE clause, logs each row and can usually be rolled back inside a transaction. TRUNCATE removes all rows quickly by deallocating data pages, keeps the table structure and normally resets identity counters; rollback behaviour depends on the database. DROP removes the whole table, including its structure, indexes and permissions. Analysts mostly use DELETE carefully on staging tables and should rarely need TRUNCATE or DROP on production data.
Tips to crack the LatentView Analytics Business Analytics interview
Practise SQL queries and Excel analysis, as many LatentView roles start with reporting and data preparation.
Prepare guesstimates and simple business cases, explaining your assumptions and calculation steps clearly to the interviewer.
Be ready to explain one dashboard or analysis project end to end, from data cleaning to insight.
Keep a one-minute story ready for every project on your CV: problem, your part, tools, result.
Practise the hard questions on this page aloud; LatentView Analytics interviewers usually ask follow-ups on your first answer.
Frequently asked questions
How many rounds are there in the LatentView Analytics Business Analytics interview?
Candidates usually go through 4 stages: Online assessment (aptitude + SQL); Technical interview; Case or guesstimate round; HR round. The exact rounds change with the role, team, location and your experience, so confirm the process with the recruiter.
Which topics should I prepare for the LatentView Analytics Business Analytics interview?
This practice set leans on Excel for Business Analysts (7), Financial and Business Analysis (6), SQL for Business Analysis (5), Case Studies and Guesstimates (4). Revise those first, then practise explaining one or two of your own projects end to end, because most LatentView Analytics interviewers ask you to walk through real work.
Are these the exact questions asked at LatentView Analytics?
No. These are curated practice questions that match the skills and difficulty usually tested in analytics interviews like LatentView Analytics's. They are not a leaked or verified list of past questions.
Where does LatentView Analytics hire Business Analytics professionals in India?
LatentView Analytics has large teams in Chennai, Bengaluru. Openings and locations change often, so check the LatentView Analytics careers page and filter by city and experience.
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