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Side-by-side financial comparison of Capri Holdings Ltd (CPRI) and Global Business Travel Group, Inc. (GBTG). Click either name above to swap in a different company.
Capri Holdings Ltd is the larger business by last-quarter revenue ($1.0B vs $792.0M, roughly 1.3× Global Business Travel Group, Inc.). Capri Holdings Ltd runs the higher net margin — 11.3% vs 10.5%, a 0.8% gap on every dollar of revenue. On growth, Global Business Travel Group, Inc. posted the faster year-over-year revenue change (34.0% vs -18.7%). Capri Holdings Ltd produced more free cash flow last quarter ($183.0M vs $13.0M). Over the past eight quarters, Global Business Travel Group, Inc.'s revenue compounded faster (13.9% CAGR vs -15.2%).
Capri Holdings Limited is a multinational fashion holding company, incorporated in the British Virgin Islands, with executive offices in London and operational offices in New York. It was founded in 1981 by American designer Michael Kors. The company sells clothes, shoes, watches, handbags, and other accessories. In 2015, the company had more than 550 stores and over 1,500 in-store boutiques in various countries.
A travel management company (TMC) is a travel agency which manages organizations' corporate or business travel programs. Such companies will often provide an end-user online booking tool, mobile application, program management, and consulting teams, executive travel services, meetings and events support, reporting functionality, duty of care, and more. Non-Profit travel management companies also provide services to manage complex visa requirements, pre-trip medical needs, remote area travel, ...
CPRI vs GBTG — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.0B | $792.0M |
| Net Profit | $116.0M | $83.0M |
| Gross Margin | 60.8% | — |
| Operating Margin | 4.5% | 3.7% |
| Net Margin | 11.3% | 10.5% |
| Revenue YoY | -18.7% | 34.0% |
| Net Profit YoY | 121.2% | 692.9% |
| EPS (diluted) | $0.96 | $0.16 |
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 | $1.0B | $792.0M | ||
| Q3 25 | $856.0M | $674.0M | ||
| Q2 25 | $797.0M | $631.0M | ||
| Q1 25 | $1.6B | $621.0M | ||
| Q4 24 | $1.1B | $591.0M | ||
| Q3 24 | $878.0M | $597.0M | ||
| Q2 24 | $848.0M | $625.0M | ||
| Q1 24 | — | $610.0M |
| Q4 25 | $116.0M | $83.0M | ||
| Q3 25 | $-28.0M | $-62.0M | ||
| Q2 25 | $53.0M | $15.0M | ||
| Q1 25 | $-645.0M | $75.0M | ||
| Q4 24 | $-547.0M | $-14.0M | ||
| Q3 24 | $24.0M | $-128.0M | ||
| Q2 24 | $-14.0M | $27.0M | ||
| Q1 24 | — | $-19.0M |
| Q4 25 | 60.8% | — | ||
| Q3 25 | 61.0% | — | ||
| Q2 25 | 63.0% | — | ||
| Q1 25 | 64.9% | — | ||
| Q4 24 | 63.1% | — | ||
| Q3 24 | 62.3% | — | ||
| Q2 24 | 63.1% | — | ||
| Q1 24 | — | — |
| Q4 25 | 4.5% | 3.7% | ||
| Q3 25 | -1.4% | 1.8% | ||
| Q2 25 | 2.0% | 5.4% | ||
| Q1 25 | -47.5% | 8.9% | ||
| Q4 24 | 2.4% | 5.1% | ||
| Q3 24 | -0.7% | 4.5% | ||
| Q2 24 | 1.3% | 6.7% | ||
| Q1 24 | — | 2.6% |
| Q4 25 | 11.3% | 10.5% | ||
| Q3 25 | -3.3% | -9.2% | ||
| Q2 25 | 6.6% | 2.4% | ||
| Q1 25 | -39.1% | 12.1% | ||
| Q4 24 | -51.2% | -2.4% | ||
| Q3 24 | 2.7% | -21.4% | ||
| Q2 24 | -1.7% | 4.3% | ||
| Q1 24 | — | -3.1% |
| Q4 25 | $0.96 | $0.16 | ||
| Q3 25 | $-0.22 | $-0.13 | ||
| Q2 25 | $0.44 | $0.03 | ||
| Q1 25 | $-5.47 | $0.16 | ||
| Q4 24 | $-4.61 | $-0.04 | ||
| Q3 24 | $0.20 | $-0.28 | ||
| Q2 24 | $-0.12 | $0.06 | ||
| Q1 24 | — | $-0.04 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $154.0M | $434.0M |
| Total DebtLower is stronger | $234.0M | $1.4B |
| Stockholders' EquityBook value | $105.0M | $1.6B |
| Total Assets | $3.3B | $4.9B |
| Debt / EquityLower = less leverage | 2.23× | 0.88× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $154.0M | $434.0M | ||
| Q3 25 | $120.0M | $427.0M | ||
| Q2 25 | $129.0M | $601.0M | ||
| Q1 25 | $107.0M | $552.0M | ||
| Q4 24 | $356.0M | $536.0M | ||
| Q3 24 | $182.0M | $524.0M | ||
| Q2 24 | $213.0M | $515.0M | ||
| Q1 24 | — | $475.0M |
| Q4 25 | $234.0M | $1.4B | ||
| Q3 25 | $1.8B | $1.4B | ||
| Q2 25 | $1.7B | $1.4B | ||
| Q1 25 | $1.5B | $1.4B | ||
| Q4 24 | $1.5B | $1.4B | ||
| Q3 24 | $1.7B | $1.4B | ||
| Q2 24 | $1.7B | — | ||
| Q1 24 | — | — |
| Q4 25 | $105.0M | $1.6B | ||
| Q3 25 | $-74.0M | $1.5B | ||
| Q2 25 | $-17.0M | $1.2B | ||
| Q1 25 | $368.0M | $1.1B | ||
| Q4 24 | $1.1B | $1.1B | ||
| Q3 24 | $1.5B | $1.1B | ||
| Q2 24 | $1.6B | $1.2B | ||
| Q1 24 | — | $1.2B |
| Q4 25 | $3.3B | $4.9B | ||
| Q3 25 | $5.6B | $4.8B | ||
| Q2 25 | $5.5B | $3.9B | ||
| Q1 25 | $5.2B | $3.8B | ||
| Q4 24 | $5.9B | $3.6B | ||
| Q3 24 | $6.8B | $3.8B | ||
| Q2 24 | $6.6B | $3.8B | ||
| Q1 24 | — | $3.8B |
| Q4 25 | 2.23× | 0.88× | ||
| Q3 25 | — | 0.91× | ||
| Q2 25 | — | 1.15× | ||
| Q1 25 | 4.05× | 1.23× | ||
| Q4 24 | 1.38× | 1.32× | ||
| Q3 24 | 1.15× | 1.26× | ||
| Q2 24 | 1.08× | — | ||
| Q1 24 | — | — |
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 | $202.0M | $52.0M |
| Free Cash FlowOCF − Capex | $183.0M | $13.0M |
| FCF MarginFCF / Revenue | 17.9% | 1.6% |
| Capex IntensityCapex / Revenue | 1.9% | 4.9% |
| Cash ConversionOCF / Net Profit | 1.74× | 0.63× |
| TTM Free Cash FlowTrailing 4 quarters | $-134.0M | $104.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $202.0M | $52.0M | ||
| Q3 25 | $-52.0M | $71.0M | ||
| Q2 25 | $-8.0M | $57.0M | ||
| Q1 25 | $-161.0M | $53.0M | ||
| Q4 24 | $309.0M | $65.0M | ||
| Q3 24 | $50.0M | $85.0M | ||
| Q2 24 | $83.0M | $73.0M | ||
| Q1 24 | — | $49.0M |
| Q4 25 | $183.0M | $13.0M | ||
| Q3 25 | $-65.0M | $38.0M | ||
| Q2 25 | $-21.0M | $27.0M | ||
| Q1 25 | $-231.0M | $26.0M | ||
| Q4 24 | $287.0M | $33.0M | ||
| Q3 24 | $30.0M | $59.0M | ||
| Q2 24 | $67.0M | $49.0M | ||
| Q1 24 | — | $24.0M |
| Q4 25 | 17.9% | 1.6% | ||
| Q3 25 | -7.6% | 5.6% | ||
| Q2 25 | -2.6% | 4.3% | ||
| Q1 25 | -14.0% | 4.2% | ||
| Q4 24 | 26.9% | 5.6% | ||
| Q3 24 | 3.4% | 9.9% | ||
| Q2 24 | 7.9% | 7.8% | ||
| Q1 24 | — | 3.9% |
| Q4 25 | 1.9% | 4.9% | ||
| Q3 25 | 1.5% | 4.9% | ||
| Q2 25 | 1.6% | 4.8% | ||
| Q1 25 | 4.2% | 4.3% | ||
| Q4 24 | 2.1% | 5.4% | ||
| Q3 24 | 2.3% | 4.4% | ||
| Q2 24 | 1.9% | 3.8% | ||
| Q1 24 | — | 4.1% |
| Q4 25 | 1.74× | 0.63× | ||
| Q3 25 | — | — | ||
| Q2 25 | -0.15× | 3.80× | ||
| Q1 25 | — | 0.71× | ||
| Q4 24 | — | — | ||
| Q3 24 | 2.08× | — | ||
| Q2 24 | — | 2.70× | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CPRI
| Michael Kors Segment | $593.0M | 58% |
| Other | $379.0M | 37% |
| Jimmy Choo Segment | $53.0M | 5% |
GBTG
| Travel | $620.0M | 78% |
| Other | $172.0M | 22% |
