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Side-by-side financial comparison of Clorox (CLX) and Chipotle Mexican Grill (CMG). Click either name above to swap in a different company.
Chipotle Mexican Grill is the larger business by last-quarter revenue ($3.1B vs $1.7B, roughly 1.8× Clorox). Clorox runs the higher net margin — 11.4% vs 9.8%, a 1.6% gap on every dollar of revenue. On growth, Chipotle Mexican Grill posted the faster year-over-year revenue change (7.4% vs 0.1%). Over the past eight quarters, Chipotle Mexican Grill's revenue compounded faster (1.9% CAGR vs -4.1%).
The Clorox Company is an American multinational manufacturer and marketer of consumer and professional products. Clorox ranked annually on the Fortune 500 list from 2000 to 2024, where it last held the #485 spot.
Chipotle Mexican Grill, Inc., often known simply as Chipotle, is an American multinational chain of fast casual restaurants specializing in bowls, tacos, and Mission burritos made to order in front of the customer. As of December 2025, Chipotle has 4,000 locations. Its name derives from chipotle, the Nahuatl name for a smoked and dried jalapeño chili pepper.
CLX vs CMG — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.7B | $3.1B |
| Net Profit | $191.0M | $302.8M |
| Gross Margin | 43.2% | — |
| Operating Margin | — | 12.9% |
| Net Margin | 11.4% | 9.8% |
| Revenue YoY | 0.1% | 7.4% |
| Net Profit YoY | 0.5% | — |
| EPS (diluted) | $1.54 | $0.23 |
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 | $1.7B | $3.1B | ||
| Q4 25 | $1.7B | $3.0B | ||
| Q3 25 | — | $3.0B | ||
| Q2 25 | $2.0B | $3.1B | ||
| Q1 25 | $1.7B | $2.9B | ||
| Q4 24 | $1.7B | $2.8B | ||
| Q3 24 | $1.8B | $2.8B | ||
| Q2 24 | $1.9B | $3.0B |
| Q1 26 | $191.0M | $302.8M | ||
| Q4 25 | $157.0M | $330.9M | ||
| Q3 25 | — | $382.1M | ||
| Q2 25 | $332.0M | $436.1M | ||
| Q1 25 | $186.0M | $386.6M | ||
| Q4 24 | $193.0M | $331.8M | ||
| Q3 24 | $99.0M | $387.4M | ||
| Q2 24 | $216.0M | $455.7M |
| Q1 26 | 43.2% | — | ||
| Q4 25 | 43.2% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 46.5% | — | ||
| Q1 25 | 44.6% | — | ||
| Q4 24 | 43.8% | — | ||
| Q3 24 | 45.8% | — | ||
| Q2 24 | 46.5% | — |
| Q1 26 | — | 12.9% | ||
| Q4 25 | — | 14.1% | ||
| Q3 25 | — | 15.9% | ||
| Q2 25 | 20.6% | 18.2% | ||
| Q1 25 | 15.2% | 16.7% | ||
| Q4 24 | 14.1% | 14.6% | ||
| Q3 24 | 10.0% | 16.9% | ||
| Q2 24 | 14.5% | 19.7% |
| Q1 26 | 11.4% | 9.8% | ||
| Q4 25 | 9.4% | 11.1% | ||
| Q3 25 | — | 12.7% | ||
| Q2 25 | 16.7% | 14.2% | ||
| Q1 25 | 11.2% | 13.4% | ||
| Q4 24 | 11.4% | 11.7% | ||
| Q3 24 | 5.6% | 13.9% | ||
| Q2 24 | 11.4% | 15.3% |
| Q1 26 | $1.54 | $0.23 | ||
| Q4 25 | $1.29 | $0.25 | ||
| Q3 25 | — | $0.29 | ||
| Q2 25 | $2.68 | $0.32 | ||
| Q1 25 | $1.50 | $0.28 | ||
| Q4 24 | $1.54 | $-12.51 | ||
| Q3 24 | $0.80 | $0.28 | ||
| Q2 24 | $1.74 | $0.33 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.2B | $246.6M |
| Total DebtLower is stronger | $2.5B | — |
| Stockholders' EquityBook value | $92.0M | $2.4B |
| Total Assets | $6.4B | $8.8B |
| Debt / EquityLower = less leverage | 27.03× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $1.2B | $246.6M | ||
| Q4 25 | $227.0M | $1.0B | ||
| Q3 25 | — | $1.4B | ||
| Q2 25 | $167.0M | $1.5B | ||
| Q1 25 | $226.0M | $1.4B | ||
| Q4 24 | $290.0M | $1.4B | ||
| Q3 24 | $278.0M | $1.4B | ||
| Q2 24 | $202.0M | $1.5B |
| Q1 26 | $2.5B | — | ||
| Q4 25 | — | $0 | ||
| Q3 25 | — | — | ||
| Q2 25 | $2.5B | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $0 | ||
| Q3 24 | — | — | ||
| Q2 24 | $2.5B | — |
| Q1 26 | $92.0M | $2.4B | ||
| Q4 25 | $-125.0M | $2.8B | ||
| Q3 25 | — | $3.2B | ||
| Q2 25 | $321.0M | $3.5B | ||
| Q1 25 | $27.0M | $3.5B | ||
| Q4 24 | $-41.0M | $3.7B | ||
| Q3 24 | $60.0M | $3.6B | ||
| Q2 24 | $328.0M | $3.7B |
| Q1 26 | $6.4B | $8.8B | ||
| Q4 25 | $5.6B | $9.0B | ||
| Q3 25 | — | $9.3B | ||
| Q2 25 | $5.6B | $9.3B | ||
| Q1 25 | $5.5B | $9.0B | ||
| Q4 24 | $5.6B | $9.2B | ||
| Q3 24 | $5.5B | $9.0B | ||
| Q2 24 | $5.8B | $8.9B |
| Q1 26 | 27.03× | — | ||
| Q4 25 | — | 0.00× | ||
| Q3 25 | — | — | ||
| Q2 25 | 7.74× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.00× | ||
| Q3 24 | — | — | ||
| Q2 24 | 7.56× | — |
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 | — | $651.4M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | 7.2% | — |
| Cash ConversionOCF / Net Profit | — | 2.15× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $651.4M | ||
| Q4 25 | — | $425.8M | ||
| Q3 25 | — | $569.7M | ||
| Q2 25 | $294.0M | $561.3M | ||
| Q1 25 | $286.0M | $557.1M | ||
| Q4 24 | $180.0M | $526.8M | ||
| Q3 24 | $221.0M | $446.5M | ||
| Q2 24 | $340.0M | $562.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | $228.4M | ||
| Q3 25 | — | $406.2M | ||
| Q2 25 | $219.0M | $400.7M | ||
| Q1 25 | $233.0M | $412.3M | ||
| Q4 24 | $127.0M | $353.9M | ||
| Q3 24 | $182.0M | $299.0M | ||
| Q2 24 | $259.0M | $422.1M |
| Q1 26 | — | — | ||
| Q4 25 | — | 7.7% | ||
| Q3 25 | — | 13.5% | ||
| Q2 25 | 11.0% | 13.1% | ||
| Q1 25 | 14.0% | 14.3% | ||
| Q4 24 | 7.5% | 12.4% | ||
| Q3 24 | 10.3% | 10.7% | ||
| Q2 24 | 13.6% | 14.2% |
| Q1 26 | 7.2% | — | ||
| Q4 25 | — | 6.6% | ||
| Q3 25 | — | 5.4% | ||
| Q2 25 | 3.8% | 5.2% | ||
| Q1 25 | 3.2% | 5.0% | ||
| Q4 24 | 3.1% | 6.1% | ||
| Q3 24 | 2.2% | 5.3% | ||
| Q2 24 | 4.3% | 4.7% |
| Q1 26 | — | 2.15× | ||
| Q4 25 | — | 1.29× | ||
| Q3 25 | — | 1.49× | ||
| Q2 25 | 0.89× | 1.29× | ||
| Q1 25 | 1.54× | 1.44× | ||
| Q4 24 | 0.93× | 1.59× | ||
| Q3 24 | 2.23× | 1.15× | ||
| Q2 24 | 1.57× | 1.23× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CLX
Segment breakdown not available.
CMG
| Food and beverage revenue | $3.1B | 99% |
| Delivery service revenue | $15.5M | 1% |
