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Side-by-side financial comparison of CRACKER BARREL OLD COUNTRY STORE, INC (CBRL) and TKO Group Holdings (TKO). Click either name above to swap in a different company.
TKO Group Holdings is the larger business by last-quarter revenue ($1.0B vs $797.2M, roughly 1.3× CRACKER BARREL OLD COUNTRY STORE, INC). TKO Group Holdings runs the higher net margin — -0.2% vs -3.1%, a 2.9% gap on every dollar of revenue. On growth, TKO Group Holdings posted the faster year-over-year revenue change (61.6% vs -10.9%). Over the past eight quarters, TKO Group Holdings's revenue compounded faster (28.4% 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...
TKO Group Holdings, Inc. (TKO) is an American sports and sports entertainment company. Established on September 12, 2023, the public company was formed by a merger between Endeavor subsidiary Zuffa—the parent company of the Ultimate Fighting Championship (UFC), a mixed martial arts promotion—and the professional wrestling promotion World Wrestling Entertainment (WWE).
CBRL vs TKO — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $797.2M | $1.0B |
| Net Profit | $-24.6M | $-2.4M |
| Gross Margin | 68.8% | — |
| Operating Margin | -4.1% | 5.5% |
| Net Margin | -3.1% | -0.2% |
| Revenue YoY | -10.9% | 61.6% |
| Net Profit YoY | -235.7% | -107.7% |
| EPS (diluted) | $-1.10 | $-0.07 |
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 | $1.0B | ||
| Q3 25 | — | $1.1B | ||
| Q2 25 | $821.1M | $1.3B | ||
| Q1 25 | $949.4M | $1.3B | ||
| Q4 24 | — | $642.2M | ||
| Q3 24 | $894.4M | $681.3M | ||
| Q2 24 | $817.1M | $851.2M | ||
| Q1 24 | $935.4M | $629.7M |
| Q4 25 | $-24.6M | $-2.4M | ||
| Q3 25 | — | $41.0M | ||
| Q2 25 | $12.6M | $98.4M | ||
| Q1 25 | $22.2M | $58.4M | ||
| Q4 24 | — | $31.0M | ||
| Q3 24 | $18.1M | $23.1M | ||
| Q2 24 | $-9.2M | $59.1M | ||
| Q1 24 | $26.5M | $-103.8M |
| 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% | 5.5% | ||
| Q3 25 | — | 15.4% | ||
| Q2 25 | 1.8% | 28.1% | ||
| Q1 25 | 3.1% | 18.7% | ||
| Q4 24 | — | 15.9% | ||
| Q3 24 | 2.5% | 20.0% | ||
| Q2 24 | -2.4% | 30.0% | ||
| Q1 24 | 3.3% | -33.4% |
| Q4 25 | -3.1% | -0.2% | ||
| Q3 25 | — | 3.7% | ||
| Q2 25 | 1.5% | 7.5% | ||
| Q1 25 | 2.3% | 4.6% | ||
| Q4 24 | — | 4.8% | ||
| Q3 24 | 2.0% | 3.4% | ||
| Q2 24 | -1.1% | 6.9% | ||
| Q1 24 | 2.8% | -16.5% |
| Q4 25 | $-1.10 | $-0.07 | ||
| Q3 25 | — | $0.47 | ||
| Q2 25 | $0.56 | $1.17 | ||
| Q1 25 | $0.99 | $0.69 | ||
| Q4 24 | — | $0.28 | ||
| Q3 24 | $0.80 | $0.28 | ||
| Q2 24 | $-0.41 | $0.72 | ||
| Q1 24 | $1.19 | $-1.26 |
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 | $831.1M |
| Total DebtLower is stronger | — | $3.8B |
| Stockholders' EquityBook value | $428.8M | $3.7B |
| Total Assets | $2.2B | $15.5B |
| Debt / EquityLower = less leverage | — | 1.01× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.9M | $831.1M | ||
| Q3 25 | — | $861.4M | ||
| Q2 25 | $9.8M | $535.1M | ||
| Q1 25 | $10.3M | $470.9M | ||
| Q4 24 | — | $525.6M | ||
| Q3 24 | $12.0M | $457.4M | ||
| Q2 24 | $11.9M | $277.5M | ||
| Q1 24 | $12.6M | $245.8M |
| Q4 25 | — | $3.8B | ||
| Q3 25 | — | $3.7B | ||
| Q2 25 | — | $2.7B | ||
| Q1 25 | — | $2.8B | ||
| Q4 24 | — | $2.8B | ||
| Q3 24 | — | $2.7B | ||
| Q2 24 | — | $2.7B | ||
| Q1 24 | — | $2.7B |
| Q4 25 | $428.8M | $3.7B | ||
| Q3 25 | — | $3.8B | ||
| Q2 25 | $469.3M | $4.3B | ||
| Q1 25 | $460.9M | $4.2B | ||
| Q4 24 | — | $4.1B | ||
| Q3 24 | $440.1M | $4.0B | ||
| Q2 24 | $426.6M | $4.0B | ||
| Q1 24 | $462.0M | $4.0B |
| Q4 25 | $2.2B | $15.5B | ||
| Q3 25 | — | $15.5B | ||
| Q2 25 | $2.1B | $15.3B | ||
| Q1 25 | $2.1B | $15.0B | ||
| Q4 24 | — | $12.7B | ||
| Q3 24 | $2.2B | $12.8B | ||
| Q2 24 | $2.2B | $12.7B | ||
| Q1 24 | $2.2B | $12.7B |
| Q4 25 | — | 1.01× | ||
| Q3 25 | — | 0.98× | ||
| Q2 25 | — | 0.64× | ||
| Q1 25 | — | 0.66× | ||
| Q4 24 | — | 0.67× | ||
| Q3 24 | — | 0.67× | ||
| Q2 24 | — | 0.68× | ||
| Q1 24 | — | 0.68× |
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 | $309.9M |
| Free Cash FlowOCF − Capex | $-88.9M | — |
| FCF MarginFCF / Revenue | -11.2% | — |
| Capex IntensityCapex / Revenue | 4.5% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-53.4M | $309.9M | ||
| Q3 25 | — | $416.8M | ||
| Q2 25 | $23.0M | $396.2M | ||
| Q1 25 | — | $162.8M | ||
| Q4 24 | — | $56.8M | ||
| Q3 24 | $69.5M | $236.5M | ||
| Q2 24 | $37.6M | $230.7M | ||
| Q1 24 | $77.7M | $59.3M |
| Q4 25 | $-88.9M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $-13.6M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $22.1M | — | ||
| Q2 24 | $8.2M | — | ||
| Q1 24 | $50.9M | — |
| Q4 25 | -11.2% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | -1.7% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 2.5% | — | ||
| Q2 24 | 1.0% | — | ||
| Q1 24 | 5.4% | — |
| Q4 25 | 4.5% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 4.5% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 5.3% | — | ||
| Q2 24 | 3.6% | — | ||
| Q1 24 | 2.9% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 10.16× | ||
| Q2 25 | 1.83× | 4.03× | ||
| Q1 25 | — | 2.79× | ||
| Q4 24 | — | 1.83× | ||
| Q3 24 | 3.83× | 10.22× | ||
| Q2 24 | — | 3.90× | ||
| Q1 24 | 2.93× | — |
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% |
TKO
| World Wrestling Entertainment Segment | $359.6M | 35% |
| IMG Segment | $247.6M | 24% |
| Media Rights Production And Content | $222.6M | 21% |
| Partnerships And Marketing | $93.3M | 9% |
| Live Events And Hospitality | $72.2M | 7% |
| Other | $29.4M | 3% |
| Consumer Products Licensing And Other | $13.2M | 1% |
