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Side-by-side financial comparison of Abits Group Inc (ABTS) and NOCERA, INC. (NCRA). Click either name above to swap in a different company.
Abits Group Inc is the larger business by last-quarter revenue ($3.7M vs $3.5M, roughly 1.0× NOCERA, INC.). On growth, Abits Group Inc posted the faster year-over-year revenue change (0.0% vs -12.0%).
Universal ABIT Co., Ltd was a computer components manufacturer, based in Taiwan, active since the 1980s. Its core product line were motherboards aimed at the overclocker market. ABIT experienced serious financial problems in 2005. The brand name "ABIT" and other intangible properties, including patents and trademarks, were acquired by Universal Scientific Industrial Co., Ltd. (USI) in May 2006.
Nocera Inc. is a Japan-based enterprise specializing in recirculating aquaculture system (RAS) technology for sustainable inland fish farming. It designs, manufactures and sells RAS equipment, operates commercial fish production facilities, and serves customers across Asia, focusing on reducing aquaculture's environmental impact.
ABTS vs NCRA — Head-to-Head
Income Statement — Q2 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $3.7M | $3.5M |
| Net Profit | — | $-639.5K |
| Gross Margin | — | 1.1% |
| Operating Margin | 55.1% | -14.2% |
| Net Margin | — | -18.2% |
| Revenue YoY | 0.0% | -12.0% |
| Net Profit YoY | — | 83.9% |
| EPS (diluted) | — | $-0.05 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q4 25 | — | $3.5M | ||
| Q3 25 | — | $1.6M | ||
| Q2 25 | $3.7M | $4.0M | ||
| Q1 25 | — | $4.5M | ||
| Q4 24 | — | $4.0M | ||
| Q3 24 | — | $1.4M | ||
| Q2 24 | $3.7M | $6.8M | ||
| Q1 24 | — | $4.9M |
| Q4 25 | — | $-639.5K | ||
| Q3 25 | — | $-1.5M | ||
| Q2 25 | — | $-491.7K | ||
| Q1 25 | — | $-248.0K | ||
| Q4 24 | — | $-4.0M | ||
| Q3 24 | — | $-315.3K | ||
| Q2 24 | $-14.0K | $84.4K | ||
| Q1 24 | — | $-288.6K |
| Q4 25 | — | 1.1% | ||
| Q3 25 | — | 3.1% | ||
| Q2 25 | — | 0.8% | ||
| Q1 25 | — | 1.1% | ||
| Q4 24 | — | 4.3% | ||
| Q3 24 | — | 2.5% | ||
| Q2 24 | 27.0% | 0.7% | ||
| Q1 24 | — | 1.7% |
| Q4 25 | — | -14.2% | ||
| Q3 25 | — | -51.2% | ||
| Q2 25 | 55.1% | -5.1% | ||
| Q1 25 | — | -6.3% | ||
| Q4 24 | — | -95.6% | ||
| Q3 24 | — | -22.1% | ||
| Q2 24 | 20.4% | -4.6% | ||
| Q1 24 | — | -7.5% |
| Q4 25 | — | -18.2% | ||
| Q3 25 | — | -93.6% | ||
| Q2 25 | — | -12.4% | ||
| Q1 25 | — | -5.5% | ||
| Q4 24 | — | -99.3% | ||
| Q3 24 | — | -23.1% | ||
| Q2 24 | -0.4% | 1.3% | ||
| Q1 24 | — | -5.9% |
| Q4 25 | — | $-0.05 | ||
| Q3 25 | — | $-0.10 | ||
| Q2 25 | — | $-0.03 | ||
| Q1 25 | — | $-0.02 | ||
| Q4 24 | — | $-0.30 | ||
| Q3 24 | — | $-0.02 | ||
| Q2 24 | $-0.00 | $0.01 | ||
| Q1 24 | — | $-0.02 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.1M | $8.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $10.4M | $-440.7K |
| Total Assets | $11.4M | $10.1M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $8.0M | ||
| Q3 25 | — | $2.0M | ||
| Q2 25 | $1.1M | $150.1K | ||
| Q1 25 | — | $531.8K | ||
| Q4 24 | — | $484.2K | ||
| Q3 24 | — | $372.3K | ||
| Q2 24 | $396.6K | $586.4K | ||
| Q1 24 | — | $961.8K |
| Q4 25 | — | $-440.7K | ||
| Q3 25 | — | $4.9M | ||
| Q2 25 | $10.4M | $3.7M | ||
| Q1 25 | — | $4.1M | ||
| Q4 24 | — | $2.1M | ||
| Q3 24 | — | $5.4M | ||
| Q2 24 | $11.3M | $5.6M | ||
| Q1 24 | — | $5.0M |
| Q4 25 | — | $10.1M | ||
| Q3 25 | — | $5.9M | ||
| Q2 25 | $11.4M | $4.4M | ||
| Q1 25 | — | $4.8M | ||
| Q4 24 | — | $2.9M | ||
| Q3 24 | — | $6.0M | ||
| Q2 24 | $12.2M | $6.3M | ||
| Q1 24 | — | $6.6M |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $1.2M | $-1.5M |
| Free Cash FlowOCF − Capex | $-470.2K | — |
| FCF MarginFCF / Revenue | -12.8% | — |
| Capex IntensityCapex / Revenue | 46.2% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $-1.5M | ||
| Q3 25 | — | $-802.8K | ||
| Q2 25 | $1.2M | $-205.2K | ||
| Q1 25 | — | $-115.1K | ||
| Q4 24 | — | $-1.2M | ||
| Q3 24 | — | $-209.0K | ||
| Q2 24 | $-470.2K | $-239.6K | ||
| Q1 24 | — | $-461.0K |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $-470.2K | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $-240.5K | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | -12.8% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | -3.6% | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 0.0% | ||
| Q2 25 | 46.2% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.0% | ||
| Q3 24 | — | 0.0% | ||
| Q2 24 | — | 0.0% | ||
| Q1 24 | — | 0.0% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | -2.84× | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
