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Side-by-side financial comparison of CARTERS INC (CRI) and Global Business Travel Group, Inc. (GBTG). Click either name above to swap in a different company.
Global Business Travel Group, Inc. is the larger business by last-quarter revenue ($792.0M vs $757.8M, roughly 1.0× CARTERS INC). Global Business Travel Group, Inc. runs the higher net margin — 10.5% vs 1.5%, a 9.0% gap on every dollar of revenue. On growth, Global Business Travel Group, Inc. posted the faster year-over-year revenue change (34.0% vs -0.1%). Global Business Travel Group, Inc. produced more free cash flow last quarter ($13.0M vs $-144.1M).
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
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, ...
CRI vs GBTG — Head-to-Head
Income Statement — Q3 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $792.0M |
| Net Profit | $11.6M | $83.0M |
| Gross Margin | 45.1% | — |
| Operating Margin | 3.8% | 3.7% |
| Net Margin | 1.5% | 10.5% |
| Revenue YoY | -0.1% | 34.0% |
| Net Profit YoY | -80.1% | 692.9% |
| EPS (diluted) | $0.32 | $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 | — | $792.0M | ||
| Q3 25 | $757.8M | $674.0M | ||
| Q2 25 | $585.3M | $631.0M | ||
| Q1 25 | $629.8M | $621.0M | ||
| Q4 24 | — | $591.0M | ||
| Q3 24 | — | $597.0M | ||
| Q2 24 | — | $625.0M | ||
| Q1 24 | — | $610.0M |
| Q4 25 | — | $83.0M | ||
| Q3 25 | $11.6M | $-62.0M | ||
| Q2 25 | $446.0K | $15.0M | ||
| Q1 25 | $15.5M | $75.0M | ||
| Q4 24 | — | $-14.0M | ||
| Q3 24 | — | $-128.0M | ||
| Q2 24 | — | $27.0M | ||
| Q1 24 | — | $-19.0M |
| Q4 25 | — | — | ||
| Q3 25 | 45.1% | — | ||
| Q2 25 | 48.1% | — | ||
| Q1 25 | 46.2% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 3.7% | ||
| Q3 25 | 3.8% | 1.8% | ||
| Q2 25 | 0.7% | 5.4% | ||
| Q1 25 | 4.1% | 8.9% | ||
| Q4 24 | — | 5.1% | ||
| Q3 24 | — | 4.5% | ||
| Q2 24 | — | 6.7% | ||
| Q1 24 | — | 2.6% |
| Q4 25 | — | 10.5% | ||
| Q3 25 | 1.5% | -9.2% | ||
| Q2 25 | 0.1% | 2.4% | ||
| Q1 25 | 2.5% | 12.1% | ||
| Q4 24 | — | -2.4% | ||
| Q3 24 | — | -21.4% | ||
| Q2 24 | — | 4.3% | ||
| Q1 24 | — | -3.1% |
| Q4 25 | — | $0.16 | ||
| Q3 25 | $0.32 | $-0.13 | ||
| Q2 25 | $0.01 | $0.03 | ||
| Q1 25 | $0.43 | $0.16 | ||
| Q4 24 | — | $-0.04 | ||
| Q3 24 | — | $-0.28 | ||
| Q2 24 | — | $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 | $184.2M | $434.0M |
| Total DebtLower is stronger | — | $1.4B |
| Stockholders' EquityBook value | $864.6M | $1.6B |
| Total Assets | $2.5B | $4.9B |
| Debt / EquityLower = less leverage | — | 0.88× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $434.0M | ||
| Q3 25 | $184.2M | $427.0M | ||
| Q2 25 | $338.2M | $601.0M | ||
| Q1 25 | $320.8M | $552.0M | ||
| Q4 24 | — | $536.0M | ||
| Q3 24 | — | $524.0M | ||
| Q2 24 | — | $515.0M | ||
| Q1 24 | — | $475.0M |
| Q4 25 | — | $1.4B | ||
| Q3 25 | — | $1.4B | ||
| Q2 25 | — | $1.4B | ||
| Q1 25 | — | $1.4B | ||
| Q4 24 | — | $1.4B | ||
| Q3 24 | — | $1.4B | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $1.6B | ||
| Q3 25 | $864.6M | $1.5B | ||
| Q2 25 | $853.9M | $1.2B | ||
| Q1 25 | $847.2M | $1.1B | ||
| Q4 24 | — | $1.1B | ||
| Q3 24 | — | $1.1B | ||
| Q2 24 | — | $1.2B | ||
| Q1 24 | — | $1.2B |
| Q4 25 | — | $4.9B | ||
| Q3 25 | $2.5B | $4.8B | ||
| Q2 25 | $2.5B | $3.9B | ||
| Q1 25 | $2.3B | $3.8B | ||
| Q4 24 | — | $3.6B | ||
| Q3 24 | — | $3.8B | ||
| Q2 24 | — | $3.8B | ||
| Q1 24 | — | $3.8B |
| Q4 25 | — | 0.88× | ||
| Q3 25 | — | 0.91× | ||
| Q2 25 | — | 1.15× | ||
| Q1 25 | — | 1.23× | ||
| Q4 24 | — | 1.32× | ||
| Q3 24 | — | 1.26× | ||
| Q2 24 | — | — | ||
| 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 | $-128.0M | $52.0M |
| Free Cash FlowOCF − Capex | $-144.1M | $13.0M |
| FCF MarginFCF / Revenue | -19.0% | 1.6% |
| Capex IntensityCapex / Revenue | 2.1% | 4.9% |
| Cash ConversionOCF / Net Profit | -11.04× | 0.63× |
| TTM Free Cash FlowTrailing 4 quarters | — | $104.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $52.0M | ||
| Q3 25 | $-128.0M | $71.0M | ||
| Q2 25 | $40.3M | $57.0M | ||
| Q1 25 | $-48.6M | $53.0M | ||
| Q4 24 | — | $65.0M | ||
| Q3 24 | — | $85.0M | ||
| Q2 24 | — | $73.0M | ||
| Q1 24 | — | $49.0M |
| Q4 25 | — | $13.0M | ||
| Q3 25 | $-144.1M | $38.0M | ||
| Q2 25 | $24.1M | $27.0M | ||
| Q1 25 | $-59.0M | $26.0M | ||
| Q4 24 | — | $33.0M | ||
| Q3 24 | — | $59.0M | ||
| Q2 24 | — | $49.0M | ||
| Q1 24 | — | $24.0M |
| Q4 25 | — | 1.6% | ||
| Q3 25 | -19.0% | 5.6% | ||
| Q2 25 | 4.1% | 4.3% | ||
| Q1 25 | -9.4% | 4.2% | ||
| Q4 24 | — | 5.6% | ||
| Q3 24 | — | 9.9% | ||
| Q2 24 | — | 7.8% | ||
| Q1 24 | — | 3.9% |
| Q4 25 | — | 4.9% | ||
| Q3 25 | 2.1% | 4.9% | ||
| Q2 25 | 2.8% | 4.8% | ||
| Q1 25 | 1.6% | 4.3% | ||
| Q4 24 | — | 5.4% | ||
| Q3 24 | — | 4.4% | ||
| Q2 24 | — | 3.8% | ||
| Q1 24 | — | 4.1% |
| Q4 25 | — | 0.63× | ||
| Q3 25 | -11.04× | — | ||
| Q2 25 | 90.37× | 3.80× | ||
| Q1 25 | -3.13× | 0.71× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 2.70× | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CRI
| Sales Channel Directly To Consumer | $362.3M | 48% |
| Sales Channel Through Intermediary | $283.8M | 37% |
| Other | $110.4M | 15% |
| Gift Cards | $1.3M | 0% |
GBTG
| Travel | $620.0M | 78% |
| Other | $172.0M | 22% |
