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Side-by-side financial comparison of Best Buy (BBY) and Darden Restaurants (DRI), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Best Buy is the larger business by last-quarter revenue ($9.7B vs $3.1B, roughly 3.1× Darden Restaurants). Darden Restaurants runs the higher net margin — 1.4% vs 7.6%, a 6.2% gap on every dollar of revenue. On growth, Darden Restaurants posted the faster year-over-year revenue change (7.3% vs 2.4%). Darden Restaurants produced more free cash flow last quarter ($119.8M vs $-287.0M). Over the past eight quarters, Darden Restaurants's revenue compounded faster (2.1% CAGR vs -18.7%).
Best Buy Co., Inc. is an American multinational consumer electronics retailer headquartered in Richfield, Minnesota. Originally founded by Richard M. Schulze and James Wheeler in 1966 as an audio specialty store called Sound of Music, it was rebranded under its current name with an emphasis on consumer electronics in 1983.
Darden Restaurants, Inc. is an American multi-brand restaurant operator headquartered in Orlando, Florida. Darden has more than 1,800 restaurant locations and more than 175,000 employees, making it the world's largest full-service restaurant company. The company began as an extension of Red Lobster, founded by William Darden and initially backed by General Mills. Red Lobster was later sold in July 2014.
BBY vs DRI — Head-to-Head
Income Statement — Q4 2026 vs Q2 2026
| Metric | | |
|---|---|---|
| Revenue | $9.7B | $3.1B |
| Net Profit | $140.0M | $237.2M |
| Gross Margin | 23.2% | 18.7% |
| Operating Margin | 2.0% | 10.3% |
| Net Margin | 1.4% | 7.6% |
| Revenue YoY | 2.4% | 7.3% |
| Net Profit YoY | -48.7% | 10.3% |
| EPS (diluted) | $0.66 | $2.03 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $9.7B | $3.1B | ||
| Q3 25 | $9.4B | $3.0B | ||
| Q2 25 | $8.8B | $3.3B | ||
| Q1 25 | $13.9B | $3.2B | ||
| Q4 24 | $9.4B | $2.9B | ||
| Q3 24 | $9.3B | $2.8B | ||
| Q2 24 | $8.8B | $3.0B | ||
| Q1 24 | $14.6B | $3.0B |
| Q4 25 | $140.0M | $237.2M | ||
| Q3 25 | $186.0M | $257.8M | ||
| Q2 25 | $202.0M | $303.9M | ||
| Q1 25 | $117.0M | $323.4M | ||
| Q4 24 | $273.0M | $215.1M | ||
| Q3 24 | $291.0M | $207.2M | ||
| Q2 24 | $246.0M | $308.1M | ||
| Q1 24 | $460.0M | $312.9M |
| Q4 25 | 23.2% | 18.7% | ||
| Q3 25 | 23.2% | 18.9% | ||
| Q2 25 | 23.4% | 22.1% | ||
| Q1 25 | 20.9% | 21.1% | ||
| Q4 24 | 23.5% | 19.5% | ||
| Q3 24 | 23.5% | 18.8% | ||
| Q2 24 | 23.3% | 20.9% | ||
| Q1 24 | 20.5% | 20.6% |
| Q4 25 | 2.0% | 10.3% | ||
| Q3 25 | 2.7% | 11.1% | ||
| Q2 25 | 2.5% | 11.7% | ||
| Q1 25 | 1.6% | 13.2% | ||
| Q4 24 | 3.7% | 10.1% | ||
| Q3 24 | 4.1% | 9.8% | ||
| Q2 24 | 3.5% | 13.4% | ||
| Q1 24 | 3.8% | 13.0% |
| Q4 25 | 1.4% | 7.6% | ||
| Q3 25 | 2.0% | 8.5% | ||
| Q2 25 | 2.3% | 9.3% | ||
| Q1 25 | 0.8% | 10.2% | ||
| Q4 24 | 2.9% | 7.4% | ||
| Q3 24 | 3.1% | 7.5% | ||
| Q2 24 | 2.8% | 10.4% | ||
| Q1 24 | 3.1% | 10.5% |
| Q4 25 | $0.66 | $2.03 | ||
| Q3 25 | $0.87 | $2.19 | ||
| Q2 25 | $0.95 | $2.56 | ||
| Q1 25 | $0.55 | $2.74 | ||
| Q4 24 | $1.26 | $1.82 | ||
| Q3 24 | $1.34 | $1.74 | ||
| Q2 24 | $1.13 | $2.56 | ||
| Q1 24 | $2.11 | $2.60 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $923.0M | $224.1M |
| Total DebtLower is stronger | $1.2B | $2.1B |
| Stockholders' EquityBook value | $2.7B | $2.1B |
| Total Assets | $16.8B | $12.9B |
| Debt / EquityLower = less leverage | 0.44× | 1.03× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $923.0M | $224.1M | ||
| Q3 25 | $1.5B | $211.0M | ||
| Q2 25 | $1.1B | $240.0M | ||
| Q1 25 | $1.6B | $224.2M | ||
| Q4 24 | $643.0M | $217.3M | ||
| Q3 24 | $1.4B | $192.5M | ||
| Q2 24 | $1.2B | $194.8M | ||
| Q1 24 | $1.4B | $243.9M |
| Q4 25 | $1.2B | $2.1B | ||
| Q3 25 | $1.2B | $2.1B | ||
| Q2 25 | $1.2B | $2.1B | ||
| Q1 25 | $1.2B | $2.1B | ||
| Q4 24 | $1.2B | $2.1B | ||
| Q3 24 | $1.2B | $1.4B | ||
| Q2 24 | $1.1B | $1.4B | ||
| Q1 24 | $1.2B | $1.4B |
| Q4 25 | $2.7B | $2.1B | ||
| Q3 25 | $2.7B | $2.2B | ||
| Q2 25 | $2.8B | $2.3B | ||
| Q1 25 | $2.8B | $2.2B | ||
| Q4 24 | $3.1B | $2.1B | ||
| Q3 24 | $3.1B | $2.1B | ||
| Q2 24 | $3.1B | $2.2B | ||
| Q1 24 | $3.1B | $2.2B |
| Q4 25 | $16.8B | $12.9B | ||
| Q3 25 | $15.3B | $12.8B | ||
| Q2 25 | $14.1B | $12.6B | ||
| Q1 25 | $14.8B | $12.6B | ||
| Q4 24 | $17.0B | $12.5B | ||
| Q3 24 | $15.6B | $11.4B | ||
| Q2 24 | $14.8B | $11.3B | ||
| Q1 24 | $15.0B | $11.4B |
| Q4 25 | 0.44× | 1.03× | ||
| Q3 25 | 0.43× | 0.96× | ||
| Q2 25 | 0.42× | 0.92× | ||
| Q1 25 | 0.41× | 0.96× | ||
| Q4 24 | 0.38× | 1.02× | ||
| Q3 24 | 0.38× | 0.65× | ||
| Q2 24 | 0.37× | 0.61× | ||
| Q1 24 | 0.38× | 0.63× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $-99.0M | $320.7M |
| Free Cash FlowOCF − Capex | $-287.0M | $119.8M |
| FCF MarginFCF / Revenue | -3.0% | 3.9% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 1.9% | 6.5% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | -0.71× | 1.35× |
| TTM Free Cash FlowTrailing 4 quarters | $1.5B | $1.0B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $-99.0M | $320.7M | ||
| Q3 25 | $749.0M | $342.5M | ||
| Q2 25 | $34.0M | $457.0M | ||
| Q1 25 | $1.5B | $588.2M | ||
| Q4 24 | $-256.0M | $388.6M | ||
| Q3 24 | $661.0M | $273.2M | ||
| Q2 24 | $156.0M | $426.0M | ||
| Q1 24 | $1.2B | $585.8M |
| Q4 25 | $-287.0M | $119.8M | ||
| Q3 25 | $574.0M | $168.4M | ||
| Q2 25 | $-132.0M | $285.0M | ||
| Q1 25 | $1.4B | $430.1M | ||
| Q4 24 | $-449.0M | $219.3M | ||
| Q3 24 | $478.0M | $128.0M | ||
| Q2 24 | $4.0M | $285.6M | ||
| Q1 24 | $997.0M | $437.4M |
| Q4 25 | -3.0% | 3.9% | ||
| Q3 25 | 6.1% | 5.5% | ||
| Q2 25 | -1.5% | 8.7% | ||
| Q1 25 | 9.7% | 13.6% | ||
| Q4 24 | -4.8% | 7.6% | ||
| Q3 24 | 5.1% | 4.6% | ||
| Q2 24 | 0.0% | 9.7% | ||
| Q1 24 | 6.8% | 14.7% |
| Q4 25 | 1.9% | 6.5% | ||
| Q3 25 | 1.9% | 5.7% | ||
| Q2 25 | 1.9% | 5.3% | ||
| Q1 25 | 1.3% | 5.0% | ||
| Q4 24 | 2.0% | 5.9% | ||
| Q3 24 | 2.0% | 5.3% | ||
| Q2 24 | 1.7% | 4.7% | ||
| Q1 24 | 1.2% | 5.0% |
| Q4 25 | -0.71× | 1.35× | ||
| Q3 25 | 4.03× | 1.33× | ||
| Q2 25 | 0.17× | 1.50× | ||
| Q1 25 | 13.14× | 1.82× | ||
| Q4 24 | -0.94× | 1.81× | ||
| Q3 24 | 2.27× | 1.32× | ||
| Q2 24 | 0.63× | 1.38× | ||
| Q1 24 | 2.57× | 1.87× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
BBY
Segment breakdown not available.
DRI
| Olive Garden Segment | $1.4B | 44% |
| Long Horn Steakhouse Segment | $775.9M | 25% |
| Other | $647.3M | 21% |
| Fine Dining Segment | $316.2M | 10% |
