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Side-by-side financial comparison of DENNY'S Corp (DENN) and ServisFirst Bancshares, Inc. (SFBS). Click either name above to swap in a different company.
ServisFirst Bancshares, Inc. is the larger business by last-quarter revenue ($159.0M vs $113.2M, roughly 1.4× DENNY'S Corp). ServisFirst Bancshares, Inc. runs the higher net margin — 52.2% vs 0.6%, a 51.6% gap on every dollar of revenue. Over the past eight quarters, ServisFirst Bancshares, Inc.'s revenue compounded faster (17.7% CAGR vs -0.9%).
Denny's is an American table service diner-style restaurant chain. It operates over 1,400 restaurants in the United States, Canada, México, Puerto Rico, and several other international locations.
ServisFirst Bancshares, Inc. is a U.S.-based bank holding company operating full-service banking locations primarily across the Southeastern United States. It offers a full suite of commercial banking, consumer banking, wealth management, and mortgage lending services to small and medium-sized businesses, professional clients, and individual consumers.
DENN vs SFBS — Head-to-Head
Income Statement — Q3 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $113.2M | $159.0M |
| Net Profit | $632.0K | $83.0M |
| Gross Margin | — | — |
| Operating Margin | 9.2% | — |
| Net Margin | 0.6% | 52.2% |
| Revenue YoY | 1.3% | — |
| Net Profit YoY | -90.3% | 31.2% |
| EPS (diluted) | $0.01 | $1.52 |
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 | — | $159.0M | ||
| Q4 25 | — | $162.2M | ||
| Q3 25 | $113.2M | $136.3M | ||
| Q2 25 | $117.7M | $132.1M | ||
| Q1 25 | $111.6M | $131.8M | ||
| Q4 24 | $114.7M | $131.9M | ||
| Q3 24 | $111.8M | $123.7M | ||
| Q2 24 | $115.9M | $114.8M |
| Q1 26 | — | $83.0M | ||
| Q4 25 | — | $86.4M | ||
| Q3 25 | $632.0K | $65.6M | ||
| Q2 25 | $2.5M | $61.4M | ||
| Q1 25 | $326.0K | $63.2M | ||
| Q4 24 | $6.8M | $65.2M | ||
| Q3 24 | $6.5M | $59.9M | ||
| Q2 24 | $3.6M | $52.1M |
| Q1 26 | — | — | ||
| Q4 25 | — | 66.3% | ||
| Q3 25 | 9.2% | 57.8% | ||
| Q2 25 | 7.3% | 58.0% | ||
| Q1 25 | 4.7% | 60.0% | ||
| Q4 24 | 12.6% | 60.2% | ||
| Q3 24 | 10.5% | 58.5% | ||
| Q2 24 | 7.9% | 58.0% |
| Q1 26 | — | 52.2% | ||
| Q4 25 | — | 59.0% | ||
| Q3 25 | 0.6% | 48.1% | ||
| Q2 25 | 2.1% | 46.5% | ||
| Q1 25 | 0.3% | 48.0% | ||
| Q4 24 | 5.9% | 52.9% | ||
| Q3 24 | 5.8% | 48.4% | ||
| Q2 24 | 3.1% | 45.4% |
| Q1 26 | — | $1.52 | ||
| Q4 25 | — | $1.58 | ||
| Q3 25 | $0.01 | $1.20 | ||
| Q2 25 | $0.05 | $1.12 | ||
| Q1 25 | $0.01 | $1.16 | ||
| Q4 24 | $0.13 | $1.19 | ||
| Q3 24 | $0.12 | $1.10 | ||
| Q2 24 | $0.07 | $0.95 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $1.8B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $-32.7M | $1.9B |
| Total Assets | $502.9M | $18.2B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $1.8B | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $1.1M | — | ||
| Q4 24 | $100.0K | — | ||
| Q3 24 | $2.9M | — | ||
| Q2 24 | $2.8M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $270.6M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $1.9B | ||
| Q4 25 | — | $1.8B | ||
| Q3 25 | $-32.7M | $1.8B | ||
| Q2 25 | $-34.6M | $1.7B | ||
| Q1 25 | $-36.4M | $1.7B | ||
| Q4 24 | $-34.0M | $1.6B | ||
| Q3 24 | $-54.5M | $1.6B | ||
| Q2 24 | $-53.2M | $1.5B |
| Q1 26 | — | $18.2B | ||
| Q4 25 | — | $17.7B | ||
| Q3 25 | $502.9M | $17.6B | ||
| Q2 25 | $491.1M | $17.4B | ||
| Q1 25 | $488.1M | $18.6B | ||
| Q4 24 | $496.3M | $17.4B | ||
| Q3 24 | $461.6M | $16.4B | ||
| Q2 24 | $459.9M | $16.0B |
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 | $16.0M | — |
| Free Cash FlowOCF − Capex | $16.0M | — |
| FCF MarginFCF / Revenue | 14.1% | — |
| Capex IntensityCapex / Revenue | 0.0% | — |
| Cash ConversionOCF / Net Profit | 25.28× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $355.2M | ||
| Q3 25 | $16.0M | $140.9M | ||
| Q2 25 | $9.4M | $67.6M | ||
| Q1 25 | $5.0M | $48.0M | ||
| Q4 24 | $8.5M | $252.9M | ||
| Q3 24 | $6.6M | $84.0M | ||
| Q2 24 | $14.2M | $48.3M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $16.0M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 14.1% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 0.0% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.0% | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 4.11× | ||
| Q3 25 | 25.28× | 2.15× | ||
| Q2 25 | 3.79× | 1.10× | ||
| Q1 25 | 15.38× | 0.76× | ||
| Q4 24 | 1.26× | 3.88× | ||
| Q3 24 | 1.01× | 1.40× | ||
| Q2 24 | 3.97× | 0.93× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DENN
| Franchisor Owned Outlet | $57.4M | 51% |
| Royalty | $27.7M | 25% |
| Advertising | $18.6M | 16% |
| Occupancy | $7.7M | 7% |
| Initial And Other Fees | $1.7M | 1% |
SFBS
| Net Interest Income | $148.1M | 93% |
| Noninterest Income | $10.8M | 7% |
