vs
Side-by-side financial comparison of CRACKER BARREL OLD COUNTRY STORE, INC (CBRL) and PORTLAND GENERAL ELECTRIC CO (POR). Click either name above to swap in a different company.
PORTLAND GENERAL ELECTRIC CO is the larger business by last-quarter revenue ($889.0M vs $797.2M, roughly 1.1× CRACKER BARREL OLD COUNTRY STORE, INC). PORTLAND GENERAL ELECTRIC CO runs the higher net margin — 4.6% vs -3.1%, a 7.7% gap on every dollar of revenue. On growth, PORTLAND GENERAL ELECTRIC CO posted the faster year-over-year revenue change (7.9% vs -10.9%). CRACKER BARREL OLD COUNTRY STORE, INC produced more free cash flow last quarter ($-88.9M vs $-142.0M). Over the past eight quarters, PORTLAND GENERAL ELECTRIC CO's revenue compounded faster (-2.2% 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...
Portland General Electric (PGE) is a Fortune 1000, publicly traded energy company based in Portland, Oregon, that generates, transmits and distributes electricity, serving almost two-thirds of Oregon's commercial and industrial activity. PGE is regulated by the Oregon Public Utility Commission. Founded in 1888 as the Willamette Falls Electric Company, the company has been an independent company for most of its existence, though was briefly owned by the Houston-based Enron Corporation from 199...
CBRL vs POR — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $797.2M | $889.0M |
| Net Profit | $-24.6M | $41.0M |
| Gross Margin | 68.8% | — |
| Operating Margin | -4.1% | 10.7% |
| Net Margin | -3.1% | 4.6% |
| Revenue YoY | -10.9% | 7.9% |
| Net Profit YoY | -235.7% | 7.9% |
| EPS (diluted) | $-1.10 | $0.36 |
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 | $889.0M | ||
| Q3 25 | — | $952.0M | ||
| Q2 25 | $821.1M | $807.0M | ||
| Q1 25 | $949.4M | $928.0M | ||
| Q4 24 | — | $824.0M | ||
| Q3 24 | $894.4M | $929.0M | ||
| Q2 24 | $817.1M | $758.0M | ||
| Q1 24 | $935.4M | $929.0M |
| Q4 25 | $-24.6M | $41.0M | ||
| Q3 25 | — | $103.0M | ||
| Q2 25 | $12.6M | $62.0M | ||
| Q1 25 | $22.2M | $100.0M | ||
| Q4 24 | — | $38.0M | ||
| Q3 24 | $18.1M | $94.0M | ||
| Q2 24 | $-9.2M | $72.0M | ||
| Q1 24 | $26.5M | $109.0M |
| Q4 25 | 68.8% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 69.9% | — | ||
| Q1 25 | 67.4% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 69.6% | — | ||
| Q2 24 | 70.0% | — | ||
| Q1 24 | 66.3% | — |
| Q4 25 | -4.1% | 10.7% | ||
| Q3 25 | — | 18.3% | ||
| Q2 25 | 1.8% | 14.6% | ||
| Q1 25 | 3.1% | 18.1% | ||
| Q4 24 | — | 10.7% | ||
| Q3 24 | 2.5% | 15.7% | ||
| Q2 24 | -2.4% | 15.3% | ||
| Q1 24 | 3.3% | 17.4% |
| Q4 25 | -3.1% | 4.6% | ||
| Q3 25 | — | 10.8% | ||
| Q2 25 | 1.5% | 7.7% | ||
| Q1 25 | 2.3% | 10.8% | ||
| Q4 24 | — | 4.6% | ||
| Q3 24 | 2.0% | 10.1% | ||
| Q2 24 | -1.1% | 9.5% | ||
| Q1 24 | 2.8% | 11.7% |
| Q4 25 | $-1.10 | $0.36 | ||
| Q3 25 | — | $0.94 | ||
| Q2 25 | $0.56 | $0.56 | ||
| Q1 25 | $0.99 | $0.91 | ||
| Q4 24 | — | $0.34 | ||
| Q3 24 | $0.80 | $0.90 | ||
| Q2 24 | $-0.41 | $0.69 | ||
| Q1 24 | $1.19 | $1.08 |
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 | — |
| Total DebtLower is stronger | — | $4.7B |
| Stockholders' EquityBook value | $428.8M | $4.1B |
| Total Assets | $2.2B | $13.2B |
| Debt / EquityLower = less leverage | — | 1.13× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.9M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $9.8M | — | ||
| Q1 25 | $10.3M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $12.0M | — | ||
| Q2 24 | $11.9M | — | ||
| Q1 24 | $12.6M | — |
| Q4 25 | — | $4.7B | ||
| Q3 25 | — | $4.7B | ||
| Q2 25 | — | $4.7B | ||
| Q1 25 | — | $4.7B | ||
| Q4 24 | — | $4.5B | ||
| Q3 24 | — | $4.4B | ||
| Q2 24 | — | $4.4B | ||
| Q1 24 | — | $4.4B |
| Q4 25 | $428.8M | $4.1B | ||
| Q3 25 | — | $4.0B | ||
| Q2 25 | $469.3M | $3.9B | ||
| Q1 25 | $460.9M | $3.8B | ||
| Q4 24 | — | $3.8B | ||
| Q3 24 | $440.1M | $3.6B | ||
| Q2 24 | $426.6M | $3.5B | ||
| Q1 24 | $462.0M | $3.5B |
| Q4 25 | $2.2B | $13.2B | ||
| Q3 25 | — | $13.0B | ||
| Q2 25 | $2.1B | $12.7B | ||
| Q1 25 | $2.1B | $12.7B | ||
| Q4 24 | — | $12.5B | ||
| Q3 24 | $2.2B | $11.9B | ||
| Q2 24 | $2.2B | $11.6B | ||
| Q1 24 | $2.2B | $11.6B |
| Q4 25 | — | 1.13× | ||
| Q3 25 | — | 1.20× | ||
| Q2 25 | — | 1.23× | ||
| Q1 25 | — | 1.23× | ||
| Q4 24 | — | 1.20× | ||
| Q3 24 | — | 1.22× | ||
| Q2 24 | — | 1.27× | ||
| Q1 24 | — | 1.28× |
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 | $148.0M |
| Free Cash FlowOCF − Capex | $-88.9M | $-142.0M |
| FCF MarginFCF / Revenue | -11.2% | -16.0% |
| Capex IntensityCapex / Revenue | 4.5% | 32.6% |
| Cash ConversionOCF / Net Profit | — | 3.61× |
| TTM Free Cash FlowTrailing 4 quarters | — | $-71.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-53.4M | $148.0M | ||
| Q3 25 | — | $403.0M | ||
| Q2 25 | $23.0M | $336.0M | ||
| Q1 25 | — | $231.0M | ||
| Q4 24 | — | $170.0M | ||
| Q3 24 | $69.5M | $244.0M | ||
| Q2 24 | $37.6M | $189.0M | ||
| Q1 24 | $77.7M | $175.0M |
| Q4 25 | $-88.9M | $-142.0M | ||
| Q3 25 | — | $100.0M | ||
| Q2 25 | $-13.6M | $99.0M | ||
| Q1 25 | — | $-128.0M | ||
| Q4 24 | — | $-222.0M | ||
| Q3 24 | $22.1M | $-9.0M | ||
| Q2 24 | $8.2M | $-109.0M | ||
| Q1 24 | $50.9M | $-150.0M |
| Q4 25 | -11.2% | -16.0% | ||
| Q3 25 | — | 10.5% | ||
| Q2 25 | -1.7% | 12.3% | ||
| Q1 25 | — | -13.8% | ||
| Q4 24 | — | -26.9% | ||
| Q3 24 | 2.5% | -1.0% | ||
| Q2 24 | 1.0% | -14.4% | ||
| Q1 24 | 5.4% | -16.1% |
| Q4 25 | 4.5% | 32.6% | ||
| Q3 25 | — | 31.8% | ||
| Q2 25 | 4.5% | 29.4% | ||
| Q1 25 | — | 38.7% | ||
| Q4 24 | — | 47.6% | ||
| Q3 24 | 5.3% | 27.2% | ||
| Q2 24 | 3.6% | 39.3% | ||
| Q1 24 | 2.9% | 35.0% |
| Q4 25 | — | 3.61× | ||
| Q3 25 | — | 3.91× | ||
| Q2 25 | 1.83× | 5.42× | ||
| Q1 25 | — | 2.31× | ||
| Q4 24 | — | 4.47× | ||
| Q3 24 | 3.83× | 2.60× | ||
| Q2 24 | — | 2.63× | ||
| Q1 24 | 2.93× | 1.61× |
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% |
POR
| Other | $507.0M | 57% |
| Commercial | $231.0M | 26% |
| Industrial | $140.0M | 16% |
| Direct Accesscustomers | $11.0M | 1% |
