Meta Business Analytics Interview Questions & Answers

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

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.

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

Create a line or column chart of actuals and add the target as another series formatted as a line.

Define churn, analyse who leaves and why, segment customers, find drivers through data and surveys, design retention offers and measure uplift with a control group.

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

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

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

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.

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

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).

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

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

Clarify the scope, break the problem into logical parts, state assumptions with round numbers, compute step by step and sanity-check the answer.

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

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

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

Excel suits small to medium data and quick ad-hoc work; SQL queries large databases directly and repeatably.

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

Clarify the underlying goals, present data and trade-offs, facilitate a joint session, escalate to the sponsor if needed and document the agreed decision.

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.

Agile delivers value in small increments with feedback. Scrum organises work in sprints with planning, daily stand-ups, review and retrospective, led by a Scrum Master and Product Owner.

Look at the cost side: heavier discounts, higher CAC, logistics costs, product mix shifting to low-margin items, one-time expenses or pricing changes. Break contribution margin down by segment.

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

Top-down: NCR population aged 18–30 × share of graduates × share wanting paid upskilling × average fee. Cross-check bottom-up with institutes × batches × students × fees. State your assumptions.

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.

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

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

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

Use historical data with FORECAST.ETS or trend lines, state assumptions, compare against actuals and show best, base and worst scenarios.

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.

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

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.

Review > Protect Sheet or Workbook with a password, lock cells, hide formulas and allow only selected cells to be edited.

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.

Define named scenarios such as best, base and worst with different input values and compare the outputs in a summary report.

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

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

Reconcile totals with source tables using SQL, check filters and joins for duplication, compare with prior periods and verify with business owners.

VLOOKUP or XLOOKUP, INDEX-MATCH, SUMIFS, COUNTIFS, IF, text functions, PivotTables and charts.

Both look up values flexibly; XLOOKUP is simpler with built-in not-found handling, while INDEX-MATCH works in older Excel versions.

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

Product, Price, Place and Promotion, the levers a business uses to bring an offering to market.

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

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

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

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

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

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).

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

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

A column or set of columns that uniquely identifies each row in a table and cannot contain NULL.

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

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

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.

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

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

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

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.

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;

A BRD states what the business needs and why. An FRD details how the system should behave to meet those needs (functional specifications).

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.

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

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.

Functional requirements describe what the system does (login, reports); non-functional ones describe how well it does it (speed, security, availability, usability).

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

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

Define a goal metric, a baseline and guardrail metrics, run an experiment or before-after comparison and review adoption, retention and revenue impact.

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

Check data accuracy, then segment by city, restaurant, time and user type; look at supply, delivery time, pricing, competitors and seasonality before proposing fixes.