Swiggy Business Analytics Interview Questions & Answers

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

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

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

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

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

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

Break-even units = Fixed costs ÷ (Price − Variable cost per unit). Add a data table to test different price and volume scenarios.

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

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).

A model classifying features as basic, performance or delight attributes based on how they affect customer satisfaction, helping decide what to build first.

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

The product backlog is the ordered list of all desired work; the sprint backlog is the subset the team commits to in the current sprint.

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

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

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

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.

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

Score them with RICE or value-vs-effort, align with goals, consider dependencies and risks, validate with stakeholders, then use MoSCoW for the release plan.

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

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

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.

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

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

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

Anyone affected by or influencing the project: sponsors, product owners, end users, developers, testers, operations and customers.

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

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

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

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

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

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;

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.

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

A what-if tool that recalculates a formula for different inputs, for example loan payments across different rates and tenures.

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

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

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.

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

A model assessing industry attractiveness through supplier power, buyer power, threat of new entrants, threat of substitutes and rivalry among competitors.

As a customer, I want to reset my password by email so that I can get back into my account. Acceptance criteria: • Reset link expires in 15 minutes • Password rules are shown while typing • A success message appears after reset

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.

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

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.

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

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

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

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

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

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.

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.

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

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

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

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.

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

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

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

Split into revenue and cost, then revenue into price, volume and mix, and cost into fixed and variable; check internal factors and external market factors.

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.

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

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

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

A chart shows one view of data; a dashboard combines several charts and KPIs on one page for monitoring.

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

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

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