vs
Side-by-side financial comparison of CANADIAN IMPERIAL BANK OF COMMERCE (CM) and Molson Coors Beverage Company (TAP). Click either name above to swap in a different company.
CANADIAN IMPERIAL BANK OF COMMERCE is the larger business by last-quarter revenue ($6.1B vs $3.1B, roughly 2.0× Molson Coors Beverage Company). CANADIAN IMPERIAL BANK OF COMMERCE runs the higher net margin — 36.9% vs 7.6%, a 29.3% 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.
Molson Coors Beverage Company is a Canadian-American multinational drink and brewing company headquartered in Chicago, Illinois and Montreal, Quebec.
CM vs TAP — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $6.1B | $3.1B |
| Net Profit | $2.3B | $238.3M |
| Gross Margin | — | 31.0% |
| Operating Margin | — | 10.4% |
| Net Margin | 36.9% | 7.6% |
| Revenue YoY | — | -3.6% |
| Net Profit YoY | — | -17.2% |
| EPS (diluted) | — | $1.32 |
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 | — | $3.1B | ||
| Q3 25 | $5.3B | $3.5B | ||
| Q2 25 | $5.1B | $3.7B | ||
| Q1 25 | — | $2.7B | ||
| Q4 24 | — | $3.2B | ||
| Q3 24 | — | $3.6B | ||
| Q2 24 | — | $3.8B |
| Q1 26 | $2.3B | — | ||
| Q4 25 | — | $238.3M | ||
| Q3 25 | $1.5B | $-2.9B | ||
| Q2 25 | $1.5B | $428.7M | ||
| Q1 25 | — | $121.0M | ||
| Q4 24 | — | $287.8M | ||
| Q3 24 | — | $199.8M | ||
| Q2 24 | — | $427.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | 31.0% | ||
| Q3 25 | — | 33.7% | ||
| Q2 25 | — | 34.3% | ||
| Q1 25 | — | 31.6% | ||
| Q4 24 | — | 32.0% | ||
| Q3 24 | — | 33.4% | ||
| Q2 24 | — | 34.6% |
| Q1 26 | — | — | ||
| Q4 25 | — | 10.4% | ||
| Q3 25 | — | -98.5% | ||
| Q2 25 | — | 15.6% | ||
| Q1 25 | — | 6.9% | ||
| Q4 24 | — | 12.0% | ||
| Q3 24 | — | 12.5% | ||
| Q2 24 | — | 15.6% |
| Q1 26 | 36.9% | — | ||
| Q4 25 | — | 7.6% | ||
| Q3 25 | 28.9% | -84.0% | ||
| Q2 25 | 28.6% | 11.5% | ||
| Q1 25 | — | 4.5% | ||
| Q4 24 | — | 8.9% | ||
| Q3 24 | — | 5.5% | ||
| Q2 24 | — | 11.1% |
| Q1 26 | — | — | ||
| Q4 25 | — | $1.32 | ||
| Q3 25 | — | $-14.79 | ||
| Q2 25 | — | $2.13 | ||
| Q1 25 | — | $0.59 | ||
| Q4 24 | — | $1.39 | ||
| Q3 24 | — | $0.96 | ||
| Q2 24 | — | $2.03 |
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 | $896.5M |
| Total DebtLower is stronger | — | $6.3B |
| Stockholders' EquityBook value | $47.9B | $10.2B |
| Total Assets | $826.8B | $22.7B |
| Debt / EquityLower = less leverage | — | 0.61× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $8.0B | — | ||
| Q4 25 | — | $896.5M | ||
| Q3 25 | $13.9B | $950.2M | ||
| Q2 25 | $10.2B | $613.8M | ||
| Q1 25 | — | $412.7M | ||
| Q4 24 | — | $969.3M | ||
| Q3 24 | — | $1.0B | ||
| Q2 24 | — | $1.6B |
| Q1 26 | — | — | ||
| Q4 25 | — | $6.3B | ||
| Q3 25 | — | $6.3B | ||
| Q2 25 | — | $6.3B | ||
| Q1 25 | — | $6.2B | ||
| Q4 24 | — | $6.1B | ||
| Q3 24 | — | $6.2B | ||
| Q2 24 | — | $7.0B |
| Q1 26 | $47.9B | — | ||
| Q4 25 | — | $10.2B | ||
| Q3 25 | $45.9B | $10.3B | ||
| Q2 25 | $45.2B | $13.4B | ||
| Q1 25 | — | $13.1B | ||
| Q4 24 | — | $13.1B | ||
| Q3 24 | — | $13.3B | ||
| Q2 24 | — | $13.2B |
| Q1 26 | $826.8B | — | ||
| Q4 25 | — | $22.7B | ||
| Q3 25 | $804.6B | $22.9B | ||
| Q2 25 | $795.8B | $26.8B | ||
| Q1 25 | — | $25.9B | ||
| Q4 24 | — | $26.1B | ||
| Q3 24 | — | $26.6B | ||
| Q2 24 | — | $27.4B |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.61× | ||
| Q3 25 | — | 0.61× | ||
| Q2 25 | — | 0.47× | ||
| Q1 25 | — | 0.47× | ||
| Q4 24 | — | 0.47× | ||
| Q3 24 | — | 0.47× | ||
| Q2 24 | — | 0.53× |
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 | $540.7M |
| Free Cash FlowOCF − Capex | — | $357.8M |
| FCF MarginFCF / Revenue | — | 11.4% |
| Capex IntensityCapex / Revenue | — | 5.9% |
| Cash ConversionOCF / Net Profit | -0.69× | 2.27× |
| TTM Free Cash FlowTrailing 4 quarters | — | $1.1B |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $-1.6B | — | ||
| Q4 25 | — | $540.7M | ||
| Q3 25 | $4.3B | $616.1M | ||
| Q2 25 | $667.2M | $718.3M | ||
| Q1 25 | — | $-90.7M | ||
| Q4 24 | — | $494.5M | ||
| Q3 24 | — | $521.2M | ||
| Q2 24 | — | $869.2M |
| Q1 26 | — | — | ||
| Q4 25 | — | $357.8M | ||
| Q3 25 | — | $483.0M | ||
| Q2 25 | — | $555.0M | ||
| Q1 25 | — | $-328.0M | ||
| Q4 24 | — | $383.4M | ||
| Q3 24 | — | $350.4M | ||
| Q2 24 | — | $691.7M |
| Q1 26 | — | — | ||
| Q4 25 | — | 11.4% | ||
| Q3 25 | — | 13.9% | ||
| Q2 25 | — | 14.8% | ||
| Q1 25 | — | -12.2% | ||
| Q4 24 | — | 11.8% | ||
| Q3 24 | — | 9.7% | ||
| Q2 24 | — | 18.0% |
| Q1 26 | — | — | ||
| Q4 25 | — | 5.9% | ||
| Q3 25 | — | 3.8% | ||
| Q2 25 | — | 4.4% | ||
| Q1 25 | — | 8.8% | ||
| Q4 24 | — | 3.4% | ||
| Q3 24 | — | 4.7% | ||
| Q2 24 | — | 4.6% |
| Q1 26 | -0.69× | — | ||
| Q4 25 | — | 2.27× | ||
| Q3 25 | 2.80× | — | ||
| Q2 25 | 0.46× | 1.68× | ||
| Q1 25 | — | -0.75× | ||
| Q4 24 | — | 1.72× | ||
| Q3 24 | — | 2.61× | ||
| Q2 24 | — | 2.04× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
