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Side-by-side financial comparison of Business First Bancshares, Inc. (BFST) and Karat Packaging Inc. (KRT). Click either name above to swap in a different company.
Karat Packaging Inc. is the larger business by last-quarter revenue ($115.6M vs $83.1M, roughly 1.4× Business First Bancshares, Inc.). On growth, Karat Packaging Inc. posted the faster year-over-year revenue change (13.7% vs 7.1%). Business First Bancshares, Inc. produced more free cash flow last quarter ($92.0M vs $15.1M). Over the past eight quarters, Business First Bancshares, Inc.'s revenue compounded faster (16.8% CAGR vs 10.0%).
First Citizens Bancshares, Inc. is a bank holding company based in Raleigh, North Carolina and one of the largest banks in the United States. Its primary subsidiary is First Citizens Bank, which operates over 500 branches in 23 states. A second subsidiary is Silicon Valley Bank, which operates 39 offices in 15 states.
Karat Packaging Inc. is a specialty manufacturer and distributor of disposable foodservice packaging products. Its offerings include paper and plastic cups, food containers, cutlery, lids, and custom branded solutions, serving restaurant chains, cafes, catering operators, and retail foodservice clients primarily across North America.
BFST vs KRT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $83.1M | $115.6M |
| Net Profit | — | $6.8M |
| Gross Margin | — | 34.0% |
| Operating Margin | 33.2% | 7.3% |
| Net Margin | — | 5.9% |
| Revenue YoY | 7.1% | 13.7% |
| Net Profit YoY | — | 21.3% |
| EPS (diluted) | $0.71 | $0.34 |
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 | $83.1M | $115.6M | ||
| Q3 25 | $80.9M | $124.5M | ||
| Q2 25 | $81.5M | $124.0M | ||
| Q1 25 | $79.2M | $103.6M | ||
| Q4 24 | $77.6M | $101.6M | ||
| Q3 24 | $66.9M | $112.8M | ||
| Q2 24 | $66.2M | $112.6M | ||
| Q1 24 | $60.9M | $95.6M |
| Q4 25 | — | $6.8M | ||
| Q3 25 | $22.9M | $7.3M | ||
| Q2 25 | $22.1M | $10.9M | ||
| Q1 25 | $20.5M | $6.4M | ||
| Q4 24 | — | $5.6M | ||
| Q3 24 | $17.8M | $9.1M | ||
| Q2 24 | $17.2M | $9.1M | ||
| Q1 24 | $13.6M | $6.2M |
| Q4 25 | — | 34.0% | ||
| Q3 25 | — | 34.5% | ||
| Q2 25 | — | 39.6% | ||
| Q1 25 | — | 39.3% | ||
| Q4 24 | — | 39.2% | ||
| Q3 24 | — | 38.6% | ||
| Q2 24 | — | 38.5% | ||
| Q1 24 | — | 39.3% |
| Q4 25 | 33.2% | 7.3% | ||
| Q3 25 | 35.7% | 6.9% | ||
| Q2 25 | 34.4% | 13.3% | ||
| Q1 25 | 32.6% | 7.5% | ||
| Q4 24 | 27.5% | 7.2% | ||
| Q3 24 | 34.0% | 10.0% | ||
| Q2 24 | 32.9% | 9.9% | ||
| Q1 24 | 28.2% | 8.4% |
| Q4 25 | — | 5.9% | ||
| Q3 25 | 28.2% | 5.9% | ||
| Q2 25 | 27.1% | 8.8% | ||
| Q1 25 | 25.9% | 6.2% | ||
| Q4 24 | — | 5.5% | ||
| Q3 24 | 26.7% | 8.1% | ||
| Q2 24 | 26.0% | 8.1% | ||
| Q1 24 | 22.3% | 6.4% |
| Q4 25 | $0.71 | $0.34 | ||
| Q3 25 | $0.73 | $0.36 | ||
| Q2 25 | $0.70 | $0.54 | ||
| Q1 25 | $0.65 | $0.32 | ||
| Q4 24 | $0.51 | $0.28 | ||
| Q3 24 | $0.65 | $0.45 | ||
| Q2 24 | $0.62 | $0.45 | ||
| Q1 24 | $0.48 | $0.31 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $411.2M | $37.9M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $896.9M | $149.4M |
| Total Assets | $8.2B | $287.7M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $411.2M | $37.9M | ||
| Q3 25 | $399.1M | $44.0M | ||
| Q2 25 | $495.8M | $57.0M | ||
| Q1 25 | $312.9M | $56.3M | ||
| Q4 24 | $319.1M | $59.9M | ||
| Q3 24 | $213.2M | $60.4M | ||
| Q2 24 | $208.1M | $52.1M | ||
| Q1 24 | $185.9M | $46.7M |
| Q4 25 | $896.9M | $149.4M | ||
| Q3 25 | $878.4M | $154.5M | ||
| Q2 25 | $848.4M | $155.8M | ||
| Q1 25 | $826.3M | $153.3M | ||
| Q4 24 | $799.5M | $155.6M | ||
| Q3 24 | $699.5M | $157.3M | ||
| Q2 24 | $664.5M | $157.7M | ||
| Q1 24 | $649.0M | $154.4M |
| Q4 25 | $8.2B | $287.7M | ||
| Q3 25 | $8.0B | $302.8M | ||
| Q2 25 | $7.9B | $321.0M | ||
| Q1 25 | $7.8B | $312.2M | ||
| Q4 24 | $7.9B | $294.5M | ||
| Q3 24 | $6.9B | $306.8M | ||
| Q2 24 | $6.7B | $310.7M | ||
| Q1 24 | $6.7B | $279.0M |
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 | $92.1M | $15.4M |
| Free Cash FlowOCF − Capex | $92.0M | $15.1M |
| FCF MarginFCF / Revenue | 110.7% | 13.1% |
| Capex IntensityCapex / Revenue | 0.1% | 0.2% |
| Cash ConversionOCF / Net Profit | — | 2.26× |
| TTM Free Cash FlowTrailing 4 quarters | $165.6M | $33.1M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $92.1M | $15.4M | ||
| Q3 25 | $32.4M | $982.0K | ||
| Q2 25 | $14.0M | $9.8M | ||
| Q1 25 | $28.7M | $7.7M | ||
| Q4 24 | $61.4M | $8.3M | ||
| Q3 24 | $21.4M | $19.5M | ||
| Q2 24 | $15.1M | $13.7M | ||
| Q1 24 | $7.6M | $6.6M |
| Q4 25 | $92.0M | $15.1M | ||
| Q3 25 | $32.1M | $736.0K | ||
| Q2 25 | $13.8M | $9.6M | ||
| Q1 25 | $27.7M | $7.6M | ||
| Q4 24 | $59.8M | $8.0M | ||
| Q3 24 | $21.0M | $19.2M | ||
| Q2 24 | $14.0M | $13.4M | ||
| Q1 24 | $7.2M | $6.4M |
| Q4 25 | 110.7% | 13.1% | ||
| Q3 25 | 39.6% | 0.6% | ||
| Q2 25 | 16.9% | 7.7% | ||
| Q1 25 | 34.9% | 7.4% | ||
| Q4 24 | 77.1% | 7.9% | ||
| Q3 24 | 31.4% | 17.0% | ||
| Q2 24 | 21.2% | 11.9% | ||
| Q1 24 | 11.8% | 6.7% |
| Q4 25 | 0.1% | 0.2% | ||
| Q3 25 | 0.4% | 0.2% | ||
| Q2 25 | 0.3% | 0.1% | ||
| Q1 25 | 1.3% | 0.1% | ||
| Q4 24 | 2.0% | 0.2% | ||
| Q3 24 | 0.6% | 0.3% | ||
| Q2 24 | 1.6% | 0.2% | ||
| Q1 24 | 0.6% | 0.2% |
| Q4 25 | — | 2.26× | ||
| Q3 25 | 1.42× | 0.13× | ||
| Q2 25 | 0.63× | 0.89× | ||
| Q1 25 | 1.40× | 1.21× | ||
| Q4 24 | — | 1.47× | ||
| Q3 24 | 1.20× | 2.14× | ||
| Q2 24 | 0.88× | 1.50× | ||
| Q1 24 | 0.56× | 1.06× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
