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Side-by-side financial comparison of CANADIAN IMPERIAL BANK OF COMMERCE (CM) and Nike, Inc. (NKE). Click either name above to swap in a different company.
Nike, Inc. is the larger business by last-quarter revenue ($11.3B vs $6.1B, roughly 1.8× CANADIAN IMPERIAL BANK OF COMMERCE). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 4.6%, a 32.3% gap on every dollar of revenue.
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.
Nike often refers to:Nike, Inc., a major American producer of athletic shoes, apparel, and sports equipment Nike (mythology), a Greek goddess who personifies victory
CM vs NKE — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2026
| Metric | | |
|---|---|---|
| Revenue | $6.1B | $11.3B |
| Net Profit | $2.3B | $520.0M |
| Gross Margin | — | 40.2% |
| Operating Margin | — | — |
| Net Margin | 36.9% | 4.6% |
| Revenue YoY | — | 0.1% |
| Net Profit YoY | — | -34.5% |
| EPS (diluted) | — | $0.35 |
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 | $11.3B | ||
| Q4 25 | — | $12.4B | ||
| Q3 25 | $5.3B | $11.7B | ||
| Q2 25 | $5.1B | $11.1B | ||
| Q1 25 | — | $11.3B | ||
| Q4 24 | — | $12.4B | ||
| Q3 24 | — | $11.6B | ||
| Q2 24 | — | $12.6B |
| Q1 26 | $2.3B | $520.0M | ||
| Q4 25 | — | $792.0M | ||
| Q3 25 | $1.5B | $727.0M | ||
| Q2 25 | $1.5B | $211.0M | ||
| Q1 25 | — | $794.0M | ||
| Q4 24 | — | $1.2B | ||
| Q3 24 | — | $1.1B | ||
| Q2 24 | — | $1.5B |
| Q1 26 | — | 40.2% | ||
| Q4 25 | — | 40.6% | ||
| Q3 25 | — | 42.2% | ||
| Q2 25 | — | 40.3% | ||
| Q1 25 | — | 41.5% | ||
| Q4 24 | — | 43.6% | ||
| Q3 24 | — | 45.4% | ||
| Q2 24 | — | 44.7% |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 2.9% | ||
| Q1 25 | — | 7.5% | ||
| Q4 24 | — | 11.5% | ||
| Q3 24 | — | 11.3% | ||
| Q2 24 | — | 13.7% |
| Q1 26 | 36.9% | 4.6% | ||
| Q4 25 | — | 6.4% | ||
| Q3 25 | 28.9% | 6.2% | ||
| Q2 25 | 28.6% | 1.9% | ||
| Q1 25 | — | 7.0% | ||
| Q4 24 | — | 9.4% | ||
| Q3 24 | — | 9.1% | ||
| Q2 24 | — | 11.9% |
| Q1 26 | — | $0.35 | ||
| Q4 25 | — | $0.53 | ||
| Q3 25 | — | $0.49 | ||
| Q2 25 | — | $0.14 | ||
| Q1 25 | — | $0.54 | ||
| Q4 24 | — | $0.78 | ||
| Q3 24 | — | $0.70 | ||
| Q2 24 | — | $0.99 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $8.0B | $8.1B |
| Total DebtLower is stronger | — | $8.0B |
| Stockholders' EquityBook value | $47.9B | $14.1B |
| Total Assets | $826.8B | $37.1B |
| Debt / EquityLower = less leverage | — | 0.57× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $8.0B | $8.1B | ||
| Q4 25 | — | $7.0B | ||
| Q3 25 | $13.9B | $7.0B | ||
| Q2 25 | $10.2B | $7.5B | ||
| Q1 25 | — | $8.6B | ||
| Q4 24 | — | $8.0B | ||
| Q3 24 | — | $8.5B | ||
| Q2 24 | — | $9.9B |
| Q1 26 | — | $8.0B | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $8.0B | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $8.9B |
| Q1 26 | $47.9B | $14.1B | ||
| Q4 25 | — | $14.1B | ||
| Q3 25 | $45.9B | $13.5B | ||
| Q2 25 | $45.2B | $13.2B | ||
| Q1 25 | — | $14.0B | ||
| Q4 24 | — | $14.0B | ||
| Q3 24 | — | $13.9B | ||
| Q2 24 | — | $14.4B |
| Q1 26 | $826.8B | $37.1B | ||
| Q4 25 | — | $37.8B | ||
| Q3 25 | $804.6B | $37.3B | ||
| Q2 25 | $795.8B | $36.6B | ||
| Q1 25 | — | $37.8B | ||
| Q4 24 | — | $38.0B | ||
| Q3 24 | — | $37.9B | ||
| Q2 24 | — | $38.1B |
| Q1 26 | — | 0.57× | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 0.60× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 0.62× |
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 | $-1.6B | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | -0.69× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $-1.6B | — | ||
| Q4 25 | — | $579.0M | ||
| Q3 25 | $4.3B | $222.0M | ||
| Q2 25 | $667.2M | $463.0M | ||
| Q1 25 | — | $1.8B | ||
| Q4 24 | — | $1.0B | ||
| Q3 24 | — | $394.0M | ||
| Q2 24 | — | $2.6B |
| Q1 26 | — | — | ||
| Q4 25 | — | $386.0M | ||
| Q3 25 | — | $15.0M | ||
| Q2 25 | — | $363.0M | ||
| Q1 25 | — | $1.7B | ||
| Q4 24 | — | $920.0M | ||
| Q3 24 | — | $274.0M | ||
| Q2 24 | — | $2.4B |
| Q1 26 | — | — | ||
| Q4 25 | — | 3.1% | ||
| Q3 25 | — | 0.1% | ||
| Q2 25 | — | 3.3% | ||
| Q1 25 | — | 15.2% | ||
| Q4 24 | — | 7.4% | ||
| Q3 24 | — | 2.4% | ||
| Q2 24 | — | 19.1% |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.6% | ||
| Q3 25 | — | 1.8% | ||
| Q2 25 | — | 0.9% | ||
| Q1 25 | — | 0.7% | ||
| Q4 24 | — | 1.0% | ||
| Q3 24 | — | 1.0% | ||
| Q2 24 | — | 1.7% |
| Q1 26 | -0.69× | — | ||
| Q4 25 | — | 0.73× | ||
| Q3 25 | 2.80× | 0.31× | ||
| Q2 25 | 0.46× | 2.19× | ||
| Q1 25 | — | 2.26× | ||
| Q4 24 | — | 0.90× | ||
| Q3 24 | — | 0.37× | ||
| Q2 24 | — | 1.75× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
