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Side-by-side financial comparison of AutoZone (AZO) and Capstone Holding Corp. (CAPS). Click either name above to swap in a different company.
AutoZone is the larger business by last-quarter revenue ($4.3B vs $14.0M, roughly 305.5× Capstone Holding Corp.). AutoZone runs the higher net margin — 11.0% vs -14.4%, a 25.4% gap on every dollar of revenue.
AutoZone, Inc., doing business as AutoZone, is an American retailer of aftermarket automotive parts and accessories, the largest in the United States. Founded in 1979, AutoZone has 7,140 stores across the United States, Mexico, Puerto Rico, Brazil, and the US Virgin Islands. The company is based in Memphis, Tennessee.
Capstone Green Energy Corporation, formerly Capstone Turbine Corporation, was incorporated in 1988 as a California based gas turbine manufacturer that specializes in microturbine power along with heating and cooling cogeneration systems. Key to the Capstone design is its use of air bearings, which provides maintenance and fluid-free operation for the lifetime of the turbine and reduces the system to a single moving part. This also eliminates the need for any cooling or other secondary systems...
AZO vs CAPS — Head-to-Head
Income Statement — Q2 2026 vs Q3 2025
| Metric | | |
|---|---|---|
| Revenue | $4.3B | $14.0M |
| Net Profit | $468.9M | $-2.0M |
| Gross Margin | 52.5% | 23.3% |
| Operating Margin | 16.3% | -5.5% |
| Net Margin | 11.0% | -14.4% |
| Revenue YoY | 8.1% | — |
| Net Profit YoY | -3.9% | — |
| EPS (diluted) | $27.63 | $-0.35 |
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.
| Q1 26 | $4.3B | — | ||
| Q4 25 | $4.6B | — | ||
| Q3 25 | $6.2B | $14.0M | ||
| Q2 25 | $4.5B | $13.2M | ||
| Q1 25 | $4.0B | $8.2M | ||
| Q4 24 | $4.3B | — | ||
| Q3 24 | $6.2B | — | ||
| Q2 24 | $4.2B | — |
| Q1 26 | $468.9M | — | ||
| Q4 25 | $530.8M | — | ||
| Q3 25 | $837.0M | $-2.0M | ||
| Q2 25 | $608.4M | $-700.0K | ||
| Q1 25 | $487.9M | $-1.7M | ||
| Q4 24 | $564.9M | — | ||
| Q3 24 | $902.2M | — | ||
| Q2 24 | $651.7M | — |
| Q1 26 | 52.5% | — | ||
| Q4 25 | 51.0% | — | ||
| Q3 25 | 51.5% | 23.3% | ||
| Q2 25 | 52.7% | 23.7% | ||
| Q1 25 | 53.9% | 16.2% | ||
| Q4 24 | 53.0% | — | ||
| Q3 24 | 52.5% | — | ||
| Q2 24 | 53.5% | — |
| Q1 26 | 16.3% | — | ||
| Q4 25 | 16.9% | — | ||
| Q3 25 | 19.2% | -5.5% | ||
| Q2 25 | 19.4% | -2.0% | ||
| Q1 25 | 17.9% | -17.5% | ||
| Q4 24 | 19.7% | — | ||
| Q3 24 | 20.9% | — | ||
| Q2 24 | 21.3% | — |
| Q1 26 | 11.0% | — | ||
| Q4 25 | 11.5% | — | ||
| Q3 25 | 13.4% | -14.4% | ||
| Q2 25 | 13.6% | -5.3% | ||
| Q1 25 | 12.3% | -21.2% | ||
| Q4 24 | 13.2% | — | ||
| Q3 24 | 14.5% | — | ||
| Q2 24 | 15.4% | — |
| Q1 26 | $27.63 | — | ||
| Q4 25 | $31.04 | — | ||
| Q3 25 | $48.70 | $-0.35 | ||
| Q2 25 | $35.36 | $-0.13 | ||
| Q1 25 | $28.29 | $-0.47 | ||
| Q4 24 | $32.52 | — | ||
| Q3 24 | $51.42 | — | ||
| Q2 24 | $36.69 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $285.5M | $730.0K |
| Total DebtLower is stronger | — | $11.7M |
| Stockholders' EquityBook value | $-2.9B | $27.2M |
| Total Assets | $20.4B | $58.5M |
| Debt / EquityLower = less leverage | — | 0.43× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $285.5M | — | ||
| Q4 25 | $287.6M | — | ||
| Q3 25 | $271.8M | $730.0K | ||
| Q2 25 | $268.6M | $773.0K | ||
| Q1 25 | $300.9M | $1.7M | ||
| Q4 24 | $304.0M | — | ||
| Q3 24 | $298.2M | — | ||
| Q2 24 | $275.4M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $11.7M | ||
| Q2 25 | — | $9.6M | ||
| Q1 25 | — | $8.8M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $-2.9B | — | ||
| Q4 25 | $-3.2B | — | ||
| Q3 25 | $-3.4B | $27.2M | ||
| Q2 25 | $-4.0B | $26.3M | ||
| Q1 25 | $-4.5B | $27.0M | ||
| Q4 24 | $-4.7B | — | ||
| Q3 24 | $-4.7B | — | ||
| Q2 24 | $-4.8B | — |
| Q1 26 | $20.4B | — | ||
| Q4 25 | $19.7B | — | ||
| Q3 25 | $19.4B | $58.5M | ||
| Q2 25 | $18.6B | $51.9M | ||
| Q1 25 | $18.1B | $52.2M | ||
| Q4 24 | $17.5B | — | ||
| Q3 24 | $17.2B | — | ||
| Q2 24 | $17.1B | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 0.43× | ||
| Q2 25 | — | 0.37× | ||
| Q1 25 | — | 0.33× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
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 | $373.4M | $0 |
| Free Cash FlowOCF − Capex | $35.6M | — |
| FCF MarginFCF / Revenue | 0.8% | — |
| Capex IntensityCapex / Revenue | 7.9% | 0.0% |
| Cash ConversionOCF / Net Profit | 0.80× | — |
| TTM Free Cash FlowTrailing 4 quarters | $1.6B | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $373.4M | — | ||
| Q4 25 | $944.2M | — | ||
| Q3 25 | $952.8M | $0 | ||
| Q2 25 | $769.0M | $-1.7M | ||
| Q1 25 | $583.7M | $-2.3M | ||
| Q4 24 | $811.8M | — | ||
| Q3 24 | $1.1B | — | ||
| Q2 24 | $669.5M | — |
| Q1 26 | $35.6M | — | ||
| Q4 25 | $630.0M | — | ||
| Q3 25 | $511.1M | — | ||
| Q2 25 | $423.1M | — | ||
| Q1 25 | $291.0M | — | ||
| Q4 24 | $564.8M | — | ||
| Q3 24 | $723.5M | — | ||
| Q2 24 | $434.4M | — |
| Q1 26 | 0.8% | — | ||
| Q4 25 | 13.6% | — | ||
| Q3 25 | 8.2% | — | ||
| Q2 25 | 9.5% | — | ||
| Q1 25 | 7.4% | — | ||
| Q4 24 | 13.2% | — | ||
| Q3 24 | 11.7% | — | ||
| Q2 24 | 10.3% | — |
| Q1 26 | 7.9% | — | ||
| Q4 25 | 6.8% | — | ||
| Q3 25 | 7.1% | 0.0% | ||
| Q2 25 | 7.7% | — | ||
| Q1 25 | 7.4% | — | ||
| Q4 24 | 5.8% | — | ||
| Q3 24 | 5.6% | — | ||
| Q2 24 | 5.6% | — |
| Q1 26 | 0.80× | — | ||
| Q4 25 | 1.78× | — | ||
| Q3 25 | 1.14× | — | ||
| Q2 25 | 1.26× | — | ||
| Q1 25 | 1.20× | — | ||
| Q4 24 | 1.44× | — | ||
| Q3 24 | 1.19× | — | ||
| Q2 24 | 1.03× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
