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Side-by-side financial comparison of Carnival (CCL) and CANADIAN IMPERIAL BANK OF COMMERCE (CM). Click either name above to swap in a different company.
Carnival is the larger business by last-quarter revenue ($6.3B vs $6.1B, roughly 1.0× CANADIAN IMPERIAL BANK OF COMMERCE). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 6.6%, a 30.3% gap on every dollar of revenue.
CarnivalCCLEarnings & Financial Report
Carnival is the world's largest leisure travel group specializing in cruise operations. It owns multiple globally recognized cruise brands, serving millions of passengers yearly, offering all-inclusive vacation experiences covering accommodation, catering, entertainment, and shore excursions across global popular destinations.
The Imperial Bank of Canada was a Canadian bank that operated from 1873 to 1961. In 1961, Imperial merged with the Canadian Bank of Commerce to become the Canadian Imperial Bank of Commerce.
CCL vs CM — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $6.3B | $6.1B |
| Net Profit | $421.0M | $2.3B |
| Gross Margin | — | — |
| Operating Margin | 11.6% | — |
| Net Margin | 6.6% | 36.9% |
| Revenue YoY | 6.6% | — |
| Net Profit YoY | 38.9% | — |
| EPS (diluted) | $0.33 | — |
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.
| Q1 26 | — | $6.1B | ||
| Q4 25 | $6.3B | — | ||
| Q3 25 | $8.2B | $5.3B | ||
| Q2 25 | $6.3B | $5.1B | ||
| Q1 25 | $5.8B | — | ||
| Q4 24 | $5.9B | — | ||
| Q3 24 | $7.9B | — | ||
| Q2 24 | $5.8B | — |
| Q1 26 | — | $2.3B | ||
| Q4 25 | $421.0M | — | ||
| Q3 25 | $1.9B | $1.5B | ||
| Q2 25 | $565.0M | $1.5B | ||
| Q1 25 | $-78.0M | — | ||
| Q4 24 | $303.0M | — | ||
| Q3 24 | $1.7B | — | ||
| Q2 24 | $92.0M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 46.2% | — | ||
| Q2 25 | 38.6% | — | ||
| Q1 25 | 35.2% | — | ||
| Q4 24 | 35.5% | — | ||
| Q3 24 | 45.5% | — | ||
| Q2 24 | 34.3% | — |
| Q1 26 | — | — | ||
| Q4 25 | 11.6% | — | ||
| Q3 25 | 27.9% | — | ||
| Q2 25 | 14.8% | — | ||
| Q1 25 | 9.3% | — | ||
| Q4 24 | 9.4% | — | ||
| Q3 24 | 27.6% | — | ||
| Q2 24 | 9.7% | — |
| Q1 26 | — | 36.9% | ||
| Q4 25 | 6.6% | — | ||
| Q3 25 | 22.7% | 28.9% | ||
| Q2 25 | 8.9% | 28.6% | ||
| Q1 25 | -1.3% | — | ||
| Q4 24 | 5.1% | — | ||
| Q3 24 | 22.0% | — | ||
| Q2 24 | 1.6% | — |
| Q1 26 | — | — | ||
| Q4 25 | $0.33 | — | ||
| Q3 25 | $1.33 | — | ||
| Q2 25 | $0.42 | — | ||
| Q1 25 | $-0.06 | — | ||
| Q4 24 | $0.28 | — | ||
| Q3 24 | $1.26 | — | ||
| Q2 24 | $0.07 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.9B | $8.0B |
| Total DebtLower is stronger | $27.4B | — |
| Stockholders' EquityBook value | $12.3B | $47.9B |
| Total Assets | $51.7B | $826.8B |
| Debt / EquityLower = less leverage | 2.23× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $8.0B | ||
| Q4 25 | $1.9B | — | ||
| Q3 25 | $1.8B | $13.9B | ||
| Q2 25 | $2.1B | $10.2B | ||
| Q1 25 | $833.0M | — | ||
| Q4 24 | $1.2B | — | ||
| Q3 24 | $1.5B | — | ||
| Q2 24 | $1.6B | — |
| Q1 26 | — | — | ||
| Q4 25 | $27.4B | — | ||
| Q3 25 | $27.2B | — | ||
| Q2 25 | $28.0B | — | ||
| Q1 25 | $27.7B | — | ||
| Q4 24 | $28.2B | — | ||
| Q3 24 | $29.6B | — | ||
| Q2 24 | $30.2B | — |
| Q1 26 | — | $47.9B | ||
| Q4 25 | $12.3B | — | ||
| Q3 25 | $11.9B | $45.9B | ||
| Q2 25 | $10.0B | $45.2B | ||
| Q1 25 | $9.2B | — | ||
| Q4 24 | $9.3B | — | ||
| Q3 24 | $8.6B | — | ||
| Q2 24 | $6.8B | — |
| Q1 26 | — | $826.8B | ||
| Q4 25 | $51.7B | — | ||
| Q3 25 | $50.8B | $804.6B | ||
| Q2 25 | $51.2B | $795.8B | ||
| Q1 25 | $48.5B | — | ||
| Q4 24 | $49.1B | — | ||
| Q3 24 | $49.8B | — | ||
| Q2 24 | $49.6B | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.23× | — | ||
| Q3 25 | 2.28× | — | ||
| Q2 25 | 2.79× | — | ||
| Q1 25 | 3.02× | — | ||
| Q4 24 | 3.05× | — | ||
| Q3 24 | 3.45× | — | ||
| Q2 24 | 4.43× | — |
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 | $1.5B | $-1.6B |
| Free Cash FlowOCF − Capex | $12.0M | — |
| FCF MarginFCF / Revenue | 0.2% | — |
| Capex IntensityCapex / Revenue | 23.8% | — |
| Cash ConversionOCF / Net Profit | 3.61× | -0.69× |
| TTM Free Cash FlowTrailing 4 quarters | $2.6B | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $-1.6B | ||
| Q4 25 | $1.5B | — | ||
| Q3 25 | $1.4B | $4.3B | ||
| Q2 25 | $2.4B | $667.2M | ||
| Q1 25 | $925.0M | — | ||
| Q4 24 | $911.0M | — | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $2.0B | — |
| Q1 26 | — | — | ||
| Q4 25 | $12.0M | — | ||
| Q3 25 | $736.0M | — | ||
| Q2 25 | $1.5B | — | ||
| Q1 25 | $318.0M | — | ||
| Q4 24 | $319.0M | — | ||
| Q3 24 | $628.0M | — | ||
| Q2 24 | $720.0M | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.2% | — | ||
| Q3 25 | 9.0% | — | ||
| Q2 25 | 24.4% | — | ||
| Q1 25 | 5.5% | — | ||
| Q4 24 | 5.4% | — | ||
| Q3 24 | 8.0% | — | ||
| Q2 24 | 12.5% | — |
| Q1 26 | — | — | ||
| Q4 25 | 23.8% | — | ||
| Q3 25 | 7.9% | — | ||
| Q2 25 | 13.4% | — | ||
| Q1 25 | 10.4% | — | ||
| Q4 24 | 10.0% | — | ||
| Q3 24 | 7.3% | — | ||
| Q2 24 | 22.8% | — |
| Q1 26 | — | -0.69× | ||
| Q4 25 | 3.61× | — | ||
| Q3 25 | 0.75× | 2.80× | ||
| Q2 25 | 4.23× | 0.46× | ||
| Q1 25 | — | — | ||
| Q4 24 | 3.01× | — | ||
| Q3 24 | 0.69× | — | ||
| Q2 24 | 22.16× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CCL
| Cruise Passenger Ticket | $4.1B | 64% |
| Other | $2.2B | 34% |
| Cruise | $90.0M | 1% |
| Tour And Other | $29.0M | 0% |
CM
Segment breakdown not available.
