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Side-by-side financial comparison of DONEGAL GROUP INC (DGICA) and NOODLES & Co (NDLS). Click either name above to swap in a different company.
DONEGAL GROUP INC is the larger business by last-quarter revenue ($236.0M vs $122.1M, roughly 1.9× NOODLES & Co). DONEGAL GROUP INC runs the higher net margin — 4.9% vs -7.5%, a 12.4% gap on every dollar of revenue. On growth, DONEGAL GROUP INC posted the faster year-over-year revenue change (-3.7% vs -4.1%). Over the past eight quarters, NOODLES & Co's revenue compounded faster (-1.2% CAGR vs -2.2%).
Donegal Group Inc. is a regional US insurance holding company offering personal and commercial property and casualty insurance products. It serves Mid-Atlantic, Midwest, and Southern US customers, delivering tailored coverage for individuals, families, and small to medium businesses.
Noodles & Company is an American fast-casual restaurant that offers international and American noodle dishes in addition to soups and salads. Noodles & Company was founded in 1995 by Aaron Kennedy and is headquartered in Broomfield, Colorado. The company went public in 2013 and recorded a $457 million revenue in 2017. In mid-2022, there were 458 Noodles & Company locations across 31 states.
DGICA vs NDLS — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $236.0M | $122.1M |
| Net Profit | $11.5M | $-9.2M |
| Gross Margin | — | — |
| Operating Margin | — | -5.2% |
| Net Margin | 4.9% | -7.5% |
| Revenue YoY | -3.7% | -4.1% |
| Net Profit YoY | -54.3% | 32.8% |
| EPS (diluted) | — | $-0.20 |
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 | $236.0M | — | ||
| Q4 25 | $239.8M | — | ||
| Q3 25 | $245.9M | $122.1M | ||
| Q2 25 | $247.1M | $123.8M | ||
| Q1 25 | $245.2M | — | ||
| Q4 24 | $250.0M | $122.8M | ||
| Q3 24 | $251.7M | $127.4M | ||
| Q2 24 | $246.8M | $121.4M |
| Q1 26 | $11.5M | — | ||
| Q4 25 | $17.2M | — | ||
| Q3 25 | $20.1M | $-9.2M | ||
| Q2 25 | $16.9M | $-9.1M | ||
| Q1 25 | $25.2M | — | ||
| Q4 24 | $24.0M | $-6.8M | ||
| Q3 24 | $16.8M | $-13.6M | ||
| Q2 24 | $4.2M | $-6.1M |
| Q1 26 | — | — | ||
| Q4 25 | 8.7% | — | ||
| Q3 25 | 10.2% | -5.2% | ||
| Q2 25 | 8.3% | -5.2% | ||
| Q1 25 | 12.7% | — | ||
| Q4 24 | 11.9% | -3.9% | ||
| Q3 24 | 8.1% | -9.0% | ||
| Q2 24 | 2.0% | -3.4% |
| Q1 26 | 4.9% | — | ||
| Q4 25 | 7.2% | — | ||
| Q3 25 | 8.2% | -7.5% | ||
| Q2 25 | 6.8% | -7.3% | ||
| Q1 25 | 10.3% | — | ||
| Q4 24 | 9.6% | -5.5% | ||
| Q3 24 | 6.7% | -10.7% | ||
| Q2 24 | 1.7% | -5.1% |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $-0.20 | ||
| Q2 25 | — | $-0.20 | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $-0.15 | ||
| Q3 24 | — | $-0.30 | ||
| Q2 24 | — | $-0.14 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $4.7M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $649.1M | $-38.9M |
| Total Assets | $2.4B | $280.6M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $4.7M | ||
| Q2 25 | — | $1.4M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $3.3M | ||
| Q3 24 | — | $1.8M | ||
| Q2 24 | — | $1.3M |
| Q1 26 | $649.1M | — | ||
| Q4 25 | $640.4M | — | ||
| Q3 25 | $627.4M | $-38.9M | ||
| Q2 25 | $605.7M | $-13.9M | ||
| Q1 25 | $584.7M | — | ||
| Q4 24 | $545.8M | $3.7M | ||
| Q3 24 | $513.4M | $9.6M | ||
| Q2 24 | $484.1M | $21.9M |
| Q1 26 | $2.4B | — | ||
| Q4 25 | $2.4B | — | ||
| Q3 25 | $2.4B | $280.6M | ||
| Q2 25 | $2.4B | $319.4M | ||
| Q1 25 | $2.4B | — | ||
| Q4 24 | $2.3B | $340.5M | ||
| Q3 24 | $2.3B | $346.3M | ||
| Q2 24 | $2.3B | $360.4M |
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 | — | $4.3M |
| Free Cash FlowOCF − Capex | — | $-2.8M |
| FCF MarginFCF / Revenue | — | -2.3% |
| Capex IntensityCapex / Revenue | — | 5.8% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-7.5M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $70.2M | — | ||
| Q3 25 | $22.4M | $4.3M | ||
| Q2 25 | $12.1M | $4.0M | ||
| Q1 25 | $25.7M | — | ||
| Q4 24 | $67.4M | $5.8M | ||
| Q3 24 | $12.7M | $4.7M | ||
| Q2 24 | $21.7M | $7.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $-2.8M | ||
| Q2 25 | — | $1.1M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $-1.3M | ||
| Q3 24 | — | $-4.5M | ||
| Q2 24 | — | $-1.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | -2.3% | ||
| Q2 25 | — | 0.9% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | -1.1% | ||
| Q3 24 | — | -3.5% | ||
| Q2 24 | — | -1.4% |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | 5.8% | ||
| Q2 25 | — | 2.4% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 5.8% | ||
| Q3 24 | — | 7.2% | ||
| Q2 24 | — | 7.1% |
| Q1 26 | — | — | ||
| Q4 25 | 4.08× | — | ||
| Q3 25 | 1.11× | — | ||
| Q2 25 | 0.72× | — | ||
| Q1 25 | 1.02× | — | ||
| Q4 24 | 2.81× | — | ||
| Q3 24 | 0.76× | — | ||
| Q2 24 | 5.22× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DGICA
Segment breakdown not available.
NDLS
| Food And Beverage | $119.6M | 98% |
| Franchise | $2.5M | 2% |
