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Side-by-side financial comparison of CBL International Ltd (BANL) and LIFETIME BRANDS, INC (LCUT). Click either name above to swap in a different company.
CBL International Ltd is the larger business by last-quarter revenue ($277.2M vs $204.1M, roughly 1.4× LIFETIME BRANDS, INC). LIFETIME BRANDS, INC runs the higher net margin — 8.9% vs -0.6%, a 9.5% gap on every dollar of revenue.
Yum! Brands, Inc. is an American multinational fast food corporation. It was formed in 1977 as a subsidiary of PepsiCo, after the company acquired KFC, Pizza Hut, and Taco Bell. PepsiCo divested the brands in 1997, and these consolidated as Yum!. The company operates KFC, Pizza Hut, Taco Bell, Habit Burger & Grill, and several technology companies.
BANL vs LCUT — Head-to-Head
Income Statement — Q2 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $277.2M | $204.1M |
| Net Profit | $-1.6M | $18.2M |
| Gross Margin | 1.0% | 38.6% |
| Operating Margin | -0.5% | 9.8% |
| Net Margin | -0.6% | 8.9% |
| Revenue YoY | — | -5.2% |
| Net Profit YoY | — | 103.5% |
| EPS (diluted) | — | $0.83 |
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 | — | $204.1M | ||
| Q3 25 | — | $171.9M | ||
| Q2 25 | $277.2M | $131.9M | ||
| Q1 25 | — | $140.1M | ||
| Q4 24 | $592.5M | $215.2M | ||
| Q3 24 | — | $183.8M | ||
| Q2 24 | $192.0M | $141.7M | ||
| Q1 24 | — | $142.2M |
| Q4 25 | — | $18.2M | ||
| Q3 25 | — | $-1.2M | ||
| Q2 25 | $-1.6M | $-39.7M | ||
| Q1 25 | — | $-4.2M | ||
| Q4 24 | $-3.9M | $8.9M | ||
| Q3 24 | — | $344.0K | ||
| Q2 24 | — | $-18.2M | ||
| Q1 24 | — | $-6.3M |
| Q4 25 | — | 38.6% | ||
| Q3 25 | — | 35.1% | ||
| Q2 25 | 1.0% | 38.6% | ||
| Q1 25 | — | 36.1% | ||
| Q4 24 | 0.9% | 37.7% | ||
| Q3 24 | — | 36.7% | ||
| Q2 24 | 2.1% | 38.5% | ||
| Q1 24 | — | 40.5% |
| Q4 25 | — | 9.8% | ||
| Q3 25 | — | 3.9% | ||
| Q2 25 | -0.5% | -28.2% | ||
| Q1 25 | — | 0.8% | ||
| Q4 24 | -0.6% | 7.2% | ||
| Q3 24 | — | 4.7% | ||
| Q2 24 | — | 0.8% | ||
| Q1 24 | — | 1.3% |
| Q4 25 | — | 8.9% | ||
| Q3 25 | — | -0.7% | ||
| Q2 25 | -0.6% | -30.1% | ||
| Q1 25 | — | -3.0% | ||
| Q4 24 | -0.7% | 4.1% | ||
| Q3 24 | — | 0.2% | ||
| Q2 24 | — | -12.8% | ||
| Q1 24 | — | -4.4% |
| Q4 25 | — | $0.83 | ||
| Q3 25 | — | $-0.05 | ||
| Q2 25 | — | $-1.83 | ||
| Q1 25 | — | $-0.19 | ||
| Q4 24 | $-0.14 | $0.41 | ||
| Q3 24 | — | $0.02 | ||
| Q2 24 | — | $-0.85 | ||
| Q1 24 | — | $-0.29 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $4.3M |
| Total DebtLower is stronger | — | $135.0M |
| Stockholders' EquityBook value | $22.9M | $202.3M |
| Total Assets | $69.3M | $572.6M |
| Debt / EquityLower = less leverage | — | 0.67× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $4.3M | ||
| Q3 25 | — | $12.1M | ||
| Q2 25 | — | $12.0M | ||
| Q1 25 | — | $10.4M | ||
| Q4 24 | $8.0M | $2.9M | ||
| Q3 24 | — | $6.0M | ||
| Q2 24 | — | $3.4M | ||
| Q1 24 | — | $4.6M |
| Q4 25 | — | $135.0M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $142.5M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $202.3M | ||
| Q3 25 | — | $184.6M | ||
| Q2 25 | $22.9M | $185.8M | ||
| Q1 25 | — | $225.7M | ||
| Q4 24 | $22.9M | $229.9M | ||
| Q3 24 | — | $220.9M | ||
| Q2 24 | $25.3M | $219.8M | ||
| Q1 24 | — | $223.7M |
| Q4 25 | — | $572.6M | ||
| Q3 25 | — | $581.1M | ||
| Q2 25 | $69.3M | $551.9M | ||
| Q1 25 | — | $594.6M | ||
| Q4 24 | $69.3M | $634.3M | ||
| Q3 24 | — | $668.7M | ||
| Q2 24 | $53.5M | $617.0M | ||
| Q1 24 | — | $602.7M |
| Q4 25 | — | 0.67× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.62× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 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 | — | $3.7M |
| Free Cash FlowOCF − Capex | — | $2.6M |
| FCF MarginFCF / Revenue | — | 1.3% |
| Capex IntensityCapex / Revenue | — | 0.6% |
| Cash ConversionOCF / Net Profit | — | 0.21× |
| TTM Free Cash FlowTrailing 4 quarters | — | $3.3M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $3.7M | ||
| Q3 25 | — | $-22.2M | ||
| Q2 25 | — | $9.3M | ||
| Q1 25 | — | $16.7M | ||
| Q4 24 | $-1.9M | $20.3M | ||
| Q3 24 | — | $-22.7M | ||
| Q2 24 | — | $10.4M | ||
| Q1 24 | — | $10.5M |
| Q4 25 | — | $2.6M | ||
| Q3 25 | — | $-22.7M | ||
| Q2 25 | — | $8.2M | ||
| Q1 25 | — | $15.1M | ||
| Q4 24 | $-2.1M | $19.7M | ||
| Q3 24 | — | $-23.2M | ||
| Q2 24 | — | $9.9M | ||
| Q1 24 | — | $9.9M |
| Q4 25 | — | 1.3% | ||
| Q3 25 | — | -13.2% | ||
| Q2 25 | — | 6.2% | ||
| Q1 25 | — | 10.8% | ||
| Q4 24 | -0.4% | 9.1% | ||
| Q3 24 | — | -12.6% | ||
| Q2 24 | — | 7.0% | ||
| Q1 24 | — | 7.0% |
| Q4 25 | — | 0.6% | ||
| Q3 25 | — | 0.3% | ||
| Q2 25 | — | 0.9% | ||
| Q1 25 | — | 1.1% | ||
| Q4 24 | 0.0% | 0.3% | ||
| Q3 24 | — | 0.3% | ||
| Q2 24 | — | 0.4% | ||
| Q1 24 | — | 0.4% |
| Q4 25 | — | 0.21× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 2.28× | ||
| Q3 24 | — | -65.89× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BANL
Segment breakdown not available.
LCUT
| Kitchenware | $114.3M | 56% |
| Tableware | $41.7M | 20% |
| Home Solutions | $29.4M | 14% |
| Other | $18.8M | 9% |
