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Side-by-side financial comparison of CARTERS INC (CRI) and GDS Holdings Ltd (GDS). Click either name above to swap in a different company.
CARTERS INC is the larger business by last-quarter revenue ($757.8M vs $405.6M, roughly 1.9× GDS Holdings Ltd). CARTERS INC runs the higher net margin — 1.5% vs -0.1%, a 1.6% gap on every dollar of revenue. GDS Holdings Ltd produced more free cash flow last quarter ($-96.3M 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.
Amadeus IT Group, S.A. is a major Spanish multinational technology company that provides software for the global travel and tourism industry. It is the world's leading provider of travel technology that focus on developing software for airlines, hotels, travel agencies, and other travel-related businesses.
CRI vs GDS — Head-to-Head
Income Statement — Q3 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $405.6M |
| Net Profit | $11.6M | $-373.0K |
| Gross Margin | 45.1% | 22.1% |
| Operating Margin | 3.8% | — |
| Net Margin | 1.5% | -0.1% |
| Revenue YoY | -0.1% | — |
| Net Profit YoY | -80.1% | — |
| EPS (diluted) | $0.32 | — |
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.
| Q3 25 | $757.8M | $405.6M | ||
| Q2 25 | $585.3M | $404.9M | ||
| Q1 25 | $629.8M | $375.3M | ||
| Q3 24 | — | $422.6M | ||
| Q2 24 | — | $388.9M | ||
| Q1 24 | — | $363.9M |
| Q3 25 | $11.6M | $-373.0K | ||
| Q2 25 | $446.0K | $-240.0K | ||
| Q1 25 | $15.5M | $-145.0K | ||
| Q3 24 | — | $-32.9M | ||
| Q2 24 | — | $-31.9M | ||
| Q1 24 | — | $-47.8M |
| Q3 25 | 45.1% | 22.1% | ||
| Q2 25 | 48.1% | 23.8% | ||
| Q1 25 | 46.2% | 23.7% | ||
| Q3 24 | — | 22.2% | ||
| Q2 24 | — | 22.6% | ||
| Q1 24 | — | 21.8% |
| Q3 25 | 3.8% | — | ||
| Q2 25 | 0.7% | — | ||
| Q1 25 | 4.1% | — | ||
| Q3 24 | — | 10.8% | ||
| Q2 24 | — | 11.2% | ||
| Q1 24 | — | 8.3% |
| Q3 25 | 1.5% | -0.1% | ||
| Q2 25 | 0.1% | -0.1% | ||
| Q1 25 | 2.5% | -0.0% | ||
| Q3 24 | — | -7.8% | ||
| Q2 24 | — | -8.2% | ||
| Q1 24 | — | -13.1% |
| Q3 25 | $0.32 | — | ||
| Q2 25 | $0.01 | — | ||
| Q1 25 | $0.43 | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $864.6M | $3.6B |
| Total Assets | $2.5B | $11.0B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $184.2M | — | ||
| Q2 25 | $338.2M | — | ||
| Q1 25 | $320.8M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | $864.6M | $3.6B | ||
| Q2 25 | $853.9M | $3.4B | ||
| Q1 25 | $847.2M | $3.2B | ||
| Q3 24 | — | $2.7B | ||
| Q2 24 | — | $2.6B | ||
| Q1 24 | — | $2.6B |
| Q3 25 | $2.5B | $11.0B | ||
| Q2 25 | $2.5B | $11.1B | ||
| Q1 25 | $2.3B | $10.1B | ||
| Q3 24 | — | $11.7B | ||
| Q2 24 | — | $10.9B | ||
| Q1 24 | — | $10.5B |
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 | $103.5M |
| Free Cash FlowOCF − Capex | $-144.1M | $-96.3M |
| FCF MarginFCF / Revenue | -19.0% | -23.7% |
| Capex IntensityCapex / Revenue | 2.1% | 49.2% |
| Cash ConversionOCF / Net Profit | -11.04× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $-128.0M | $103.5M | ||
| Q2 25 | $40.3M | $120.8M | ||
| Q1 25 | $-48.6M | — | ||
| Q3 24 | — | $91.4M | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | $-144.1M | $-96.3M | ||
| Q2 25 | $24.1M | $-55.8M | ||
| Q1 25 | $-59.0M | — | ||
| Q3 24 | — | $-321.7M | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | -19.0% | -23.7% | ||
| Q2 25 | 4.1% | -13.8% | ||
| Q1 25 | -9.4% | — | ||
| Q3 24 | — | -76.1% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | 2.1% | 49.2% | ||
| Q2 25 | 2.8% | 43.6% | ||
| Q1 25 | 1.6% | — | ||
| Q3 24 | — | 97.7% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | -11.04× | — | ||
| Q2 25 | 90.37× | — | ||
| Q1 25 | -3.13× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| 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% |
GDS
| Service revenue | $405.5M | 100% |
| Equipment sales | $2.8M | 1% |
