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Side-by-side financial comparison of CARTERS INC (CRI) and Mid-America Apartment Communities (MAA). Click either name above to swap in a different company.
CARTERS INC is the larger business by last-quarter revenue ($757.8M vs $553.7M, roughly 1.4× Mid-America Apartment Communities). On growth, Mid-America Apartment Communities posted the faster year-over-year revenue change (438.7% vs -0.1%).
Carter's, Inc. is a major American designer and marketer of children's apparel. It was founded in 1865 by William Carter.
Mid-America Apartment Communities, Inc. (MAA) is a publicly traded real estate investment trust based in Memphis, Tennessee that invests in apartments in the Southeastern United States and the Southwestern United States.
CRI vs MAA — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $757.8M | $553.7M |
| Net Profit | $11.6M | — |
| Gross Margin | 45.1% | — |
| Operating Margin | 3.8% | — |
| Net Margin | 1.5% | — |
| Revenue YoY | -0.1% | 438.7% |
| Net Profit YoY | -80.1% | — |
| EPS (diluted) | $0.32 | $4.34 |
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 | — | $553.7M | ||
| Q4 25 | — | $555.6M | ||
| Q3 25 | $757.8M | $554.4M | ||
| Q2 25 | $585.3M | $549.9M | ||
| Q1 25 | $629.8M | $549.3M | ||
| Q4 24 | — | $549.8M | ||
| Q3 24 | — | $551.1M | ||
| Q2 24 | — | $546.4M |
| Q1 26 | — | — | ||
| Q4 25 | — | $57.6M | ||
| Q3 25 | $11.6M | $99.5M | ||
| Q2 25 | $446.0K | $108.1M | ||
| Q1 25 | $15.5M | $181.7M | ||
| Q4 24 | — | $166.6M | ||
| Q3 24 | — | $115.2M | ||
| Q2 24 | — | $102.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 45.1% | — | ||
| Q2 25 | 48.1% | — | ||
| Q1 25 | 46.2% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 10.4% | ||
| Q3 25 | 3.8% | 18.7% | ||
| Q2 25 | 0.7% | 20.2% | ||
| Q1 25 | 4.1% | 34.0% | ||
| Q4 24 | — | 31.3% | ||
| Q3 24 | — | 21.5% | ||
| Q2 24 | — | 19.3% |
| Q1 26 | — | — | ||
| Q4 25 | — | 10.4% | ||
| Q3 25 | 1.5% | 18.0% | ||
| Q2 25 | 0.1% | 19.7% | ||
| Q1 25 | 2.5% | 33.1% | ||
| Q4 24 | — | 30.3% | ||
| Q3 24 | — | 20.9% | ||
| Q2 24 | — | 18.7% |
| Q1 26 | — | $4.34 | ||
| Q4 25 | — | $0.48 | ||
| Q3 25 | $0.32 | $0.84 | ||
| Q2 25 | $0.01 | $0.92 | ||
| Q1 25 | $0.43 | $1.54 | ||
| Q4 24 | — | $1.43 | ||
| Q3 24 | — | $0.98 | ||
| Q2 24 | — | $0.86 |
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 | — |
| Total Assets | $2.5B | — |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $60.3M | ||
| Q3 25 | $184.2M | $32.2M | ||
| Q2 25 | $338.2M | $54.5M | ||
| Q1 25 | $320.8M | $55.8M | ||
| Q4 24 | — | $43.0M | ||
| Q3 24 | — | $50.2M | ||
| Q2 24 | — | $62.8M |
| Q1 26 | — | — | ||
| Q4 25 | — | $5.7B | ||
| Q3 25 | $864.6M | $5.8B | ||
| Q2 25 | $853.9M | $5.9B | ||
| Q1 25 | $847.2M | $5.9B | ||
| Q4 24 | — | $5.9B | ||
| Q3 24 | — | $5.9B | ||
| Q2 24 | — | $6.0B |
| Q1 26 | — | — | ||
| Q4 25 | — | $12.0B | ||
| Q3 25 | $2.5B | $11.9B | ||
| Q2 25 | $2.5B | $11.8B | ||
| Q1 25 | $2.3B | $11.8B | ||
| Q4 24 | — | $11.8B | ||
| Q3 24 | — | $11.8B | ||
| Q2 24 | — | $11.6B |
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.
| Q1 26 | — | — | ||
| Q4 25 | — | $261.7M | ||
| Q3 25 | $-128.0M | $266.4M | ||
| Q2 25 | $40.3M | $353.4M | ||
| Q1 25 | $-48.6M | $196.6M | ||
| Q4 24 | — | $239.1M | ||
| Q3 24 | — | $309.5M | ||
| Q2 24 | — | $349.4M |
| Q1 26 | — | — | ||
| Q4 25 | — | $158.6M | ||
| Q3 25 | $-144.1M | $170.8M | ||
| Q2 25 | $24.1M | $264.5M | ||
| Q1 25 | $-59.0M | $124.0M | ||
| Q4 24 | — | $152.6M | ||
| Q3 24 | — | $215.5M | ||
| Q2 24 | — | $259.7M |
| Q1 26 | — | — | ||
| Q4 25 | — | 28.5% | ||
| Q3 25 | -19.0% | 30.8% | ||
| Q2 25 | 4.1% | 48.1% | ||
| Q1 25 | -9.4% | 22.6% | ||
| Q4 24 | — | 27.8% | ||
| Q3 24 | — | 39.1% | ||
| Q2 24 | — | 47.5% |
| Q1 26 | — | — | ||
| Q4 25 | — | 18.6% | ||
| Q3 25 | 2.1% | 17.2% | ||
| Q2 25 | 2.8% | 16.2% | ||
| Q1 25 | 1.6% | 13.2% | ||
| Q4 24 | — | 15.7% | ||
| Q3 24 | — | 17.1% | ||
| Q2 24 | — | 16.4% |
| Q1 26 | — | — | ||
| Q4 25 | — | 4.55× | ||
| Q3 25 | -11.04× | 2.68× | ||
| Q2 25 | 90.37× | 3.27× | ||
| Q1 25 | -3.13× | 1.08× | ||
| Q4 24 | — | 1.43× | ||
| Q3 24 | — | 2.69× | ||
| Q2 24 | — | 3.43× |
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% |
MAA
| Same Store Communities | $517.0M | 93% |
| Non-Same Store Communities | $22.1M | 4% |
| Lease-up/Development Communities | $7.7M | 1% |
| Commercial Property/Land | $7.0M | 1% |
