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Side-by-side financial comparison of CBL International Ltd (BANL) and MATTHEWS INTERNATIONAL CORP (MATW). Click either name above to swap in a different company.
MATTHEWS INTERNATIONAL CORP is the larger business by last-quarter revenue ($284.8M vs $277.2M, roughly 1.0× CBL International Ltd). MATTHEWS INTERNATIONAL CORP runs the higher net margin — 15.3% vs -0.6%, a 15.9% gap on every dollar of revenue.
Matthews Aurora Funeral Solutions is one of the largest manufacturers of caskets and funerary urns in the United States, selling over 38% of the country's caskets as of 2005. The Aurora, Indiana–based company is a subsidiary of Pittsburgh-based Matthews International. The company makes both wooden and metal caskets and urns for holding cremated remains. It also provides supplies and consulting services for funeral homes.
BANL vs MATW — Head-to-Head
Income Statement — Q2 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $277.2M | $284.8M |
| Net Profit | $-1.6M | $43.6M |
| Gross Margin | 1.0% | 35.0% |
| Operating Margin | -0.5% | 34.2% |
| Net Margin | -0.6% | 15.3% |
| Revenue YoY | — | -29.1% |
| Net Profit YoY | — | 1356.6% |
| EPS (diluted) | — | $1.39 |
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 | — | $284.8M | ||
| Q2 25 | $277.2M | — | ||
| Q4 24 | $592.5M | — | ||
| Q2 24 | $192.0M | — |
| Q4 25 | — | $43.6M | ||
| Q2 25 | $-1.6M | — | ||
| Q4 24 | $-3.9M | — | ||
| Q2 24 | — | — |
| Q4 25 | — | 35.0% | ||
| Q2 25 | 1.0% | — | ||
| Q4 24 | 0.9% | — | ||
| Q2 24 | 2.1% | — |
| Q4 25 | — | 34.2% | ||
| Q2 25 | -0.5% | — | ||
| Q4 24 | -0.6% | — | ||
| Q2 24 | — | — |
| Q4 25 | — | 15.3% | ||
| Q2 25 | -0.6% | — | ||
| Q4 24 | -0.7% | — | ||
| Q2 24 | — | — |
| Q4 25 | — | $1.39 | ||
| Q2 25 | — | — | ||
| Q4 24 | $-0.14 | — | ||
| Q2 24 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $31.4M |
| Total DebtLower is stronger | — | $529.8M |
| Stockholders' EquityBook value | $22.9M | $543.2M |
| Total Assets | $69.3M | $1.6B |
| Debt / EquityLower = less leverage | — | 0.98× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $31.4M | ||
| Q2 25 | — | — | ||
| Q4 24 | $8.0M | — | ||
| Q2 24 | — | — |
| Q4 25 | — | $529.8M | ||
| Q2 25 | — | — | ||
| Q4 24 | — | — | ||
| Q2 24 | — | — |
| Q4 25 | — | $543.2M | ||
| Q2 25 | $22.9M | — | ||
| Q4 24 | $22.9M | — | ||
| Q2 24 | $25.3M | — |
| Q4 25 | — | $1.6B | ||
| Q2 25 | $69.3M | — | ||
| Q4 24 | $69.3M | — | ||
| Q2 24 | $53.5M | — |
| Q4 25 | — | 0.98× | ||
| Q2 25 | — | — | ||
| Q4 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 | — | $-52.0M |
| Free Cash FlowOCF − Capex | — | $-57.2M |
| FCF MarginFCF / Revenue | — | -20.1% |
| Capex IntensityCapex / Revenue | — | 1.8% |
| Cash ConversionOCF / Net Profit | — | -1.19× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $-52.0M | ||
| Q2 25 | — | — | ||
| Q4 24 | $-1.9M | — | ||
| Q2 24 | — | — |
| Q4 25 | — | $-57.2M | ||
| Q2 25 | — | — | ||
| Q4 24 | $-2.1M | — | ||
| Q2 24 | — | — |
| Q4 25 | — | -20.1% | ||
| Q2 25 | — | — | ||
| Q4 24 | -0.4% | — | ||
| Q2 24 | — | — |
| Q4 25 | — | 1.8% | ||
| Q2 25 | — | — | ||
| Q4 24 | 0.0% | — | ||
| Q2 24 | — | — |
| Q4 25 | — | -1.19× | ||
| Q2 25 | — | — | ||
| Q4 24 | — | — | ||
| Q2 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
