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Side-by-side financial comparison of Bilibili Inc. (BILI) and CARTERS INC (CRI). Click either name above to swap in a different company.
Bilibili Inc. is the larger business by last-quarter revenue ($1.3B vs $757.8M, roughly 1.7× CARTERS INC). Bilibili Inc. runs the higher net margin — 6.0% vs 1.5%, a 4.4% gap on every dollar of revenue. On growth, Bilibili Inc. posted the faster year-over-year revenue change (26.2% vs -0.1%).
Bilibili, nicknamed B Site, is a Chinese online video sharing website based in Shanghai where users can submit, view, and add overlaid commentary on videos.
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
BILI vs CRI — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.3B | $757.8M |
| Net Profit | $75.7M | $11.6M |
| Gross Margin | 37.0% | 45.1% |
| Operating Margin | 5.8% | 3.8% |
| Net Margin | 6.0% | 1.5% |
| Revenue YoY | 26.2% | -0.1% |
| Net Profit YoY | 143.0% | -80.1% |
| EPS (diluted) | $1.14 | $0.32 |
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 | $1.3B | — | ||
| Q3 25 | $1.1B | $757.8M | ||
| Q2 25 | $1.0B | $585.3M | ||
| Q1 25 | $965.1M | $629.8M | ||
| Q4 24 | $1.0B | — | ||
| Q3 24 | $1.0B | — | ||
| Q2 24 | $843.1M | — | ||
| Q1 24 | $784.5M | — |
| Q4 25 | $75.7M | — | ||
| Q3 25 | $65.9M | $11.6M | ||
| Q2 25 | $30.5M | $446.0K | ||
| Q1 25 | $-1.5M | $15.5M | ||
| Q4 24 | $-176.0M | — | ||
| Q3 24 | $11.4M | — | ||
| Q2 24 | $83.7M | — | ||
| Q1 24 | $-105.9M | — |
| Q4 25 | 37.0% | — | ||
| Q3 25 | 36.7% | 45.1% | ||
| Q2 25 | 36.5% | 48.1% | ||
| Q1 25 | 36.3% | 46.2% | ||
| Q4 24 | 36.2% | — | ||
| Q3 24 | 34.9% | — | ||
| Q2 24 | 29.9% | — | ||
| Q1 24 | 28.3% | — |
| Q4 25 | 5.8% | — | ||
| Q3 25 | 4.6% | 3.8% | ||
| Q2 25 | 3.4% | 0.7% | ||
| Q1 25 | 0.2% | 4.1% | ||
| Q4 24 | -16.0% | — | ||
| Q3 24 | 0.9% | — | ||
| Q2 24 | 9.5% | — | ||
| Q1 24 | -14.5% | — |
| Q4 25 | 6.0% | — | ||
| Q3 25 | 6.1% | 1.5% | ||
| Q2 25 | 3.0% | 0.1% | ||
| Q1 25 | -0.2% | 2.5% | ||
| Q4 24 | -17.5% | — | ||
| Q3 24 | 1.1% | — | ||
| Q2 24 | 9.9% | — | ||
| Q1 24 | -13.5% | — |
| Q4 25 | $1.14 | — | ||
| Q3 25 | $1.05 | $0.32 | ||
| Q2 25 | $0.51 | $0.01 | ||
| Q1 25 | $0.00 | $0.43 | ||
| Q4 24 | $0.21 | — | ||
| Q3 24 | $-0.03 | — | ||
| Q2 24 | $-0.20 | — | ||
| Q1 24 | $-1.80 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $2.7B | $184.2M |
| Total DebtLower is stronger | $1.4B | — |
| Stockholders' EquityBook value | $2.2B | $864.6M |
| Total Assets | $5.9B | $2.5B |
| Debt / EquityLower = less leverage | 0.62× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $2.7B | — | ||
| Q3 25 | $2.4B | $184.2M | ||
| Q2 25 | — | $338.2M | ||
| Q1 25 | $1.9B | $320.8M | ||
| Q4 24 | $1.8B | — | ||
| Q3 24 | $11.7B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $1.1B | — |
| Q4 25 | $1.4B | — | ||
| Q3 25 | $1.4B | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $700.3M | — | ||
| Q4 24 | $662.5M | — | ||
| Q3 24 | $4.3B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $684.5M | — |
| Q4 25 | $2.2B | — | ||
| Q3 25 | $2.1B | $864.6M | ||
| Q2 25 | — | $853.9M | ||
| Q1 25 | $2.0B | $847.2M | ||
| Q4 24 | $1.9B | — | ||
| Q3 24 | $13.7B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $1.9B | — |
| Q4 25 | $5.9B | — | ||
| Q3 25 | $5.6B | $2.5B | ||
| Q2 25 | — | $2.5B | ||
| Q1 25 | $4.6B | $2.3B | ||
| Q4 24 | $4.5B | — | ||
| Q3 24 | $32.0B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $4.2B | — |
| Q4 25 | 0.62× | — | ||
| Q3 25 | 0.65× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 0.35× | — | ||
| Q4 24 | 0.34× | — | ||
| Q3 24 | 0.31× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | 0.36× | — |
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 | $263.1M | $-128.0M |
| Free Cash FlowOCF − Capex | — | $-144.1M |
| FCF MarginFCF / Revenue | — | -19.0% |
| Capex IntensityCapex / Revenue | — | 2.1% |
| Cash ConversionOCF / Net Profit | 3.47× | -11.04× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $263.1M | — | ||
| Q3 25 | $283.2M | $-128.0M | ||
| Q2 25 | $277.7M | $40.3M | ||
| Q1 25 | $179.4M | $-48.6M | ||
| Q4 24 | $191.9M | — | ||
| Q3 24 | $2.2B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $88.3M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $-144.1M | ||
| Q2 25 | — | $24.1M | ||
| Q1 25 | $174.5M | $-59.0M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -19.0% | ||
| Q2 25 | — | 4.1% | ||
| Q1 25 | 18.1% | -9.4% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 2.1% | ||
| Q2 25 | — | 2.8% | ||
| Q1 25 | 0.5% | 1.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 3.47× | — | ||
| Q3 25 | 4.30× | -11.04× | ||
| Q2 25 | 9.11× | 90.37× | ||
| Q1 25 | — | -3.13× | ||
| Q4 24 | — | — | ||
| Q3 24 | 195.23× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BILI
| Value-added services (VAS) | $466.4M | 37% |
| Advertising | $435.0M | 34% |
| Mobile games | $220.3M | 17% |
| Other | $80.8M | 6% |
| IP derivatives and others | $68.2M | 5% |
CRI
| Sales Channel Directly To Consumer | $362.3M | 48% |
| Sales Channel Through Intermediary | $283.8M | 37% |
| Other | $110.4M | 15% |
| Gift Cards | $1.3M | 0% |
