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Side-by-side financial comparison of CARTERS INC (CRI) and Global-E Online Ltd. (GLBE). Click either name above to swap in a different company.
CARTERS INC is the larger business by last-quarter revenue ($757.8M vs $625.5M, roughly 1.2× Global-E Online Ltd.). CARTERS INC runs the higher net margin — 1.5% vs 0.9%, a 0.6% gap on every dollar of revenue.
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
Global-E Online Ltd. operates a leading cross-border e-commerce enablement platform that helps direct-to-consumer brands and retail enterprises expand their international sales reach. It offers end-to-end services including localized checkout, payment processing, customs clearance, logistics coordination, and duty calculation, serving clients across North America, Europe, and the Asia-Pacific region.
CRI vs GLBE — Head-to-Head
Income Statement — Q3 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $625.5M |
| Net Profit | $11.6M | $5.8M |
| Gross Margin | 45.1% | 45.0% |
| Operating Margin | 3.8% | 1.3% |
| Net Margin | 1.5% | 0.9% |
| 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 | $625.5M | ||
| Q2 25 | $585.3M | $404.8M | ||
| Q1 25 | $629.8M | $189.9M | ||
| Q3 24 | — | $489.9M | ||
| Q2 24 | — | $313.9M | ||
| Q1 24 | — | $145.9M |
| Q3 25 | $11.6M | $5.8M | ||
| Q2 25 | $446.0K | $-7.4M | ||
| Q1 25 | $15.5M | — | ||
| Q3 24 | — | $-77.1M | ||
| Q2 24 | — | $-54.5M | ||
| Q1 24 | — | — |
| Q3 25 | 45.1% | 45.0% | ||
| Q2 25 | 48.1% | 44.9% | ||
| Q1 25 | 46.2% | 44.3% | ||
| Q3 24 | — | 45.1% | ||
| Q2 24 | — | 44.8% | ||
| Q1 24 | — | 43.4% |
| Q3 25 | 3.8% | 1.3% | ||
| Q2 25 | 0.7% | -2.1% | ||
| Q1 25 | 4.1% | -10.1% | ||
| Q3 24 | — | -14.9% | ||
| Q2 24 | — | -16.6% | ||
| Q1 24 | — | -20.1% |
| Q3 25 | 1.5% | 0.9% | ||
| Q2 25 | 0.1% | -1.8% | ||
| Q1 25 | 2.5% | — | ||
| Q3 24 | — | -15.7% | ||
| Q2 24 | — | -17.4% | ||
| Q1 24 | — | — |
| 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 | $251.4M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $864.6M | $933.0M |
| Total Assets | $2.5B | $1.3B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $184.2M | $251.4M | ||
| Q2 25 | $338.2M | $205.2M | ||
| Q1 25 | $320.8M | $207.7M | ||
| Q3 24 | — | $207.3M | ||
| Q2 24 | — | $229.8M | ||
| Q1 24 | — | $181.9M |
| Q3 25 | $864.6M | $933.0M | ||
| Q2 25 | $853.9M | $909.1M | ||
| Q1 25 | $847.2M | $884.3M | ||
| Q3 24 | — | $869.4M | ||
| Q2 24 | — | $878.7M | ||
| Q1 24 | — | $886.9M |
| Q3 25 | $2.5B | $1.3B | ||
| Q2 25 | $2.5B | $1.2B | ||
| Q1 25 | $2.3B | $1.2B | ||
| Q3 24 | — | $1.2B | ||
| Q2 24 | — | $1.1B | ||
| Q1 24 | — | $1.1B |
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 | — |
| Free Cash FlowOCF − Capex | $-144.1M | — |
| FCF MarginFCF / Revenue | -19.0% | — |
| Capex IntensityCapex / Revenue | 2.1% | — |
| Cash ConversionOCF / Net Profit | -11.04× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $-128.0M | — | ||
| Q2 25 | $40.3M | — | ||
| Q1 25 | $-48.6M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | $-144.1M | — | ||
| Q2 25 | $24.1M | — | ||
| Q1 25 | $-59.0M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | -19.0% | — | ||
| Q2 25 | 4.1% | — | ||
| Q1 25 | -9.4% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q3 25 | 2.1% | — | ||
| Q2 25 | 2.8% | — | ||
| Q1 25 | 1.6% | — | ||
| Q3 24 | — | — | ||
| 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% |
GLBE
Segment breakdown not available.
