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Side-by-side financial comparison of CRACKER BARREL OLD COUNTRY STORE, INC (CBRL) and CHART INDUSTRIES INC (GTLS). Click either name above to swap in a different company.
CHART INDUSTRIES INC is the larger business by last-quarter revenue ($1.1B vs $797.2M, roughly 1.4× CRACKER BARREL OLD COUNTRY STORE, INC). CHART INDUSTRIES INC runs the higher net margin — 5.0% vs -3.1%, a 8.1% gap on every dollar of revenue. On growth, CHART INDUSTRIES INC posted the faster year-over-year revenue change (-2.5% vs -10.9%). CHART INDUSTRIES INC produced more free cash flow last quarter ($66.2M vs $-88.9M). Over the past eight quarters, CHART INDUSTRIES INC's revenue compounded faster (6.6% CAGR vs -2.4%).
Cracker Barrel Old Country Store, Inc., doing business as Cracker Barrel, is an American chain of restaurant and gift stores with a Southern country theme. The company's headquarters are in Lebanon, Tennessee, where Cracker Barrel was founded by Dan Evins and Tommy Lowe in 1969. The chain's early locations were positioned near Interstate Highway exits in the Southeastern and Midwestern United States, but expanded across the country during the 1990s and 2000s. As of August 10, 2023, the compan...
Oricon Inc. , established in 1999, is the holding company at the head of a Japanese corporate group that supplies statistics and information on music and the music industry in Japan and Western music. It started as Original Confidence Inc. , which was founded by Sōkō Koike in November 1967 and became known for its music charts. Oricon Inc. was originally set up as a subsidiary of Original Confidence and took over the latter's Oricon record charts in April 2002.
CBRL vs GTLS — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $797.2M | $1.1B |
| Net Profit | $-24.6M | $53.6M |
| Gross Margin | 68.8% | 33.3% |
| Operating Margin | -4.1% | 11.6% |
| Net Margin | -3.1% | 5.0% |
| Revenue YoY | -10.9% | -2.5% |
| Net Profit YoY | -235.7% | -32.7% |
| EPS (diluted) | $-1.10 | $1.06 |
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 | $797.2M | $1.1B | ||
| Q3 25 | — | $1.1B | ||
| Q2 25 | $821.1M | $1.1B | ||
| Q1 25 | $949.4M | $1.0B | ||
| Q4 24 | — | $1.1B | ||
| Q3 24 | $894.4M | $1.1B | ||
| Q2 24 | $817.1M | $1.0B | ||
| Q1 24 | $935.4M | $950.7M |
| Q4 25 | $-24.6M | $53.6M | ||
| Q3 25 | — | $-138.5M | ||
| Q2 25 | $12.6M | $76.1M | ||
| Q1 25 | $22.2M | $49.5M | ||
| Q4 24 | — | $79.6M | ||
| Q3 24 | $18.1M | $69.0M | ||
| Q2 24 | $-9.2M | $58.6M | ||
| Q1 24 | $26.5M | $11.3M |
| Q4 25 | 68.8% | 33.3% | ||
| Q3 25 | — | 34.1% | ||
| Q2 25 | 69.9% | 33.6% | ||
| Q1 25 | 67.4% | 33.9% | ||
| Q4 24 | — | 33.6% | ||
| Q3 24 | 69.6% | 34.1% | ||
| Q2 24 | 70.0% | 33.8% | ||
| Q1 24 | 66.3% | 31.8% |
| Q4 25 | -4.1% | 11.6% | ||
| Q3 25 | — | -8.0% | ||
| Q2 25 | 1.8% | 15.7% | ||
| Q1 25 | 3.1% | 15.2% | ||
| Q4 24 | — | 17.0% | ||
| Q3 24 | 2.5% | 16.8% | ||
| Q2 24 | -2.4% | 16.1% | ||
| Q1 24 | 3.3% | 11.9% |
| Q4 25 | -3.1% | 5.0% | ||
| Q3 25 | — | -12.6% | ||
| Q2 25 | 1.5% | 7.0% | ||
| Q1 25 | 2.3% | 4.9% | ||
| Q4 24 | — | 7.2% | ||
| Q3 24 | 2.0% | 6.5% | ||
| Q2 24 | -1.1% | 5.6% | ||
| Q1 24 | 2.8% | 1.2% |
| Q4 25 | $-1.10 | $1.06 | ||
| Q3 25 | — | $-3.23 | ||
| Q2 25 | $0.56 | $1.53 | ||
| Q1 25 | $0.99 | $0.94 | ||
| Q4 24 | — | $1.57 | ||
| Q3 24 | $0.80 | $1.33 | ||
| Q2 24 | $-0.41 | $1.10 | ||
| Q1 24 | $1.19 | $0.10 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $8.9M | $366.0M |
| Total DebtLower is stronger | — | $3.7B |
| Stockholders' EquityBook value | $428.8M | $3.2B |
| Total Assets | $2.2B | $9.8B |
| Debt / EquityLower = less leverage | — | 1.13× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.9M | $366.0M | ||
| Q3 25 | — | $399.2M | ||
| Q2 25 | $9.8M | $342.3M | ||
| Q1 25 | $10.3M | $296.2M | ||
| Q4 24 | — | $308.6M | ||
| Q3 24 | $12.0M | $310.2M | ||
| Q2 24 | $11.9M | $247.4M | ||
| Q1 24 | $12.6M | $191.9M |
| Q4 25 | — | $3.7B | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $3.8B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $428.8M | $3.2B | ||
| Q3 25 | — | $3.2B | ||
| Q2 25 | $469.3M | $3.4B | ||
| Q1 25 | $460.9M | $3.0B | ||
| Q4 24 | — | $2.8B | ||
| Q3 24 | $440.1M | $3.0B | ||
| Q2 24 | $426.6M | $2.7B | ||
| Q1 24 | $462.0M | $2.7B |
| Q4 25 | $2.2B | $9.8B | ||
| Q3 25 | — | $9.8B | ||
| Q2 25 | $2.1B | $9.7B | ||
| Q1 25 | $2.1B | $9.3B | ||
| Q4 24 | — | $9.1B | ||
| Q3 24 | $2.2B | $9.5B | ||
| Q2 24 | $2.2B | $9.3B | ||
| Q1 24 | $2.2B | $9.2B |
| Q4 25 | — | 1.13× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 1.33× | ||
| 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 | $-53.4M | $88.8M |
| Free Cash FlowOCF − Capex | $-88.9M | $66.2M |
| FCF MarginFCF / Revenue | -11.2% | 6.1% |
| Capex IntensityCapex / Revenue | 4.5% | 2.1% |
| Cash ConversionOCF / Net Profit | — | 1.66× |
| TTM Free Cash FlowTrailing 4 quarters | — | $202.8M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-53.4M | $88.8M | ||
| Q3 25 | — | $118.0M | ||
| Q2 25 | $23.0M | $145.9M | ||
| Q1 25 | — | $-60.0M | ||
| Q4 24 | — | $281.4M | ||
| Q3 24 | $69.5M | $200.6M | ||
| Q2 24 | $37.6M | $116.1M | ||
| Q1 24 | $77.7M | $-95.1M |
| Q4 25 | $-88.9M | $66.2M | ||
| Q3 25 | — | $94.7M | ||
| Q2 25 | $-13.6M | $122.0M | ||
| Q1 25 | — | $-80.1M | ||
| Q4 24 | — | $260.9M | ||
| Q3 24 | $22.1M | $174.5M | ||
| Q2 24 | $8.2M | $88.0M | ||
| Q1 24 | $50.9M | $-141.2M |
| Q4 25 | -11.2% | 6.1% | ||
| Q3 25 | — | 8.6% | ||
| Q2 25 | -1.7% | 11.3% | ||
| Q1 25 | — | -8.0% | ||
| Q4 24 | — | 23.6% | ||
| Q3 24 | 2.5% | 16.4% | ||
| Q2 24 | 1.0% | 8.5% | ||
| Q1 24 | 5.4% | -14.9% |
| Q4 25 | 4.5% | 2.1% | ||
| Q3 25 | — | 2.1% | ||
| Q2 25 | 4.5% | 2.2% | ||
| Q1 25 | — | 2.0% | ||
| Q4 24 | — | 1.9% | ||
| Q3 24 | 5.3% | 2.5% | ||
| Q2 24 | 3.6% | 2.7% | ||
| Q1 24 | 2.9% | 4.8% |
| Q4 25 | — | 1.66× | ||
| Q3 25 | — | — | ||
| Q2 25 | 1.83× | 1.92× | ||
| Q1 25 | — | -1.21× | ||
| Q4 24 | — | 3.54× | ||
| Q3 24 | 3.83× | 2.91× | ||
| Q2 24 | — | 1.98× | ||
| Q1 24 | 2.93× | -8.42× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CBRL
| Restaurant | $650.6M | 82% |
| Retail | $146.6M | 18% |
GTLS
| Repair Service And Leasing Segment | $330.4M | 31% |
| Heat Transfer Systems Segment | $325.8M | 30% |
| Specialty Products Segment | $259.5M | 24% |
| Transferred Over Time | $94.4M | 9% |
| Transferred At Point In Time | $69.5M | 6% |
