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Side-by-side financial comparison of Dine Brands Global, Inc. (DIN) and Service Properties Trust (SVC). Click either name above to swap in a different company.
Service Properties Trust is the larger business by last-quarter revenue ($296.5M vs $217.6M, roughly 1.4× Dine Brands Global, Inc.). Service Properties Trust runs the higher net margin — -0.3% vs -5.6%, a 5.4% gap on every dollar of revenue. On growth, Dine Brands Global, Inc. posted the faster year-over-year revenue change (6.3% vs -17.0%). Dine Brands Global, Inc. produced more free cash flow last quarter ($-8.6M vs $-95.2M). Over the past eight quarters, Dine Brands Global, Inc.'s revenue compounded faster (2.7% CAGR vs -6.1%).
Dine Brands Global Inc. is a publicly traded food and beverage company based in Pasadena, California. Founded in 1958 as IHOP, it operates franchised and corporate owned full-service restaurants including three restaurant concepts, Applebee's Neighborhood Grill & Bar, International House of Pancakes (IHOP), and Fuzzy's Taco Shop.
Medical Properties Trust, Inc. (MPT) is an international real estate investment trust (REIT) based in Birmingham, Alabama that purchases and invests in healthcare facilities and for-profit healthcare holding companies, primarily in the United States and Europe. Their property acquisitions often come in the form of sale-leaseback agreements, in which the original property owner sells the property to MPT and becomes their tenant. MPT's tenants are generally subject to long-term triple net lease...
DIN vs SVC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $217.6M | $296.5M |
| Net Profit | $-12.2M | $-782.0K |
| Gross Margin | 42.4% | — |
| Operating Margin | -7.6% | -3.9% |
| Net Margin | -5.6% | -0.3% |
| Revenue YoY | 6.3% | -17.0% |
| Net Profit YoY | -336.1% | 99.0% |
| EPS (diluted) | $-0.79 | $-0.01 |
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.
| Q4 25 | $217.6M | $296.5M | ||
| Q3 25 | $216.2M | $377.6M | ||
| Q2 25 | $230.8M | $404.4M | ||
| Q1 25 | $214.8M | $335.0M | ||
| Q4 24 | $204.8M | $357.0M | ||
| Q3 24 | $195.0M | $390.9M | ||
| Q2 24 | $206.3M | $412.5M | ||
| Q1 24 | $206.2M | $336.2M |
| Q4 25 | $-12.2M | $-782.0K | ||
| Q3 25 | $7.3M | $-46.9M | ||
| Q2 25 | $13.8M | $-38.2M | ||
| Q1 25 | $8.2M | $-116.4M | ||
| Q4 24 | $5.2M | $-76.4M | ||
| Q3 24 | $19.1M | $-46.9M | ||
| Q2 24 | $23.2M | $-73.8M | ||
| Q1 24 | $17.5M | $-78.4M |
| Q4 25 | 42.4% | — | ||
| Q3 25 | 39.1% | — | ||
| Q2 25 | 40.0% | — | ||
| Q1 25 | 42.0% | — | ||
| Q4 24 | 41.7% | — | ||
| Q3 24 | 47.8% | — | ||
| Q2 24 | 48.1% | — | ||
| Q1 24 | 47.2% | — |
| Q4 25 | -7.6% | -3.9% | ||
| Q3 25 | 4.7% | -12.8% | ||
| Q2 25 | 8.2% | -9.2% | ||
| Q1 25 | 6.0% | -33.3% | ||
| Q4 24 | 3.8% | -19.4% | ||
| Q3 24 | 13.6% | -12.8% | ||
| Q2 24 | 15.1% | -17.1% | ||
| Q1 24 | 11.7% | -21.4% |
| Q4 25 | -5.6% | -0.3% | ||
| Q3 25 | 3.4% | -12.4% | ||
| Q2 25 | 6.0% | -9.4% | ||
| Q1 25 | 3.8% | -34.8% | ||
| Q4 24 | 2.5% | -21.4% | ||
| Q3 24 | 9.8% | -12.0% | ||
| Q2 24 | 11.2% | -17.9% | ||
| Q1 24 | 8.5% | -23.3% |
| Q4 25 | $-0.79 | $-0.01 | ||
| Q3 25 | $0.48 | $-0.28 | ||
| Q2 25 | $0.89 | $-0.23 | ||
| Q1 25 | $0.53 | $-0.70 | ||
| Q4 24 | $0.35 | $-0.46 | ||
| Q3 24 | $1.24 | $-0.28 | ||
| Q2 24 | $1.50 | $-0.45 | ||
| Q1 24 | $1.13 | $-0.48 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $128.2M | $346.8M |
| Total DebtLower is stronger | $1.2B | $5.5B |
| Stockholders' EquityBook value | $-273.9M | $646.1M |
| Total Assets | $1.7B | $6.5B |
| Debt / EquityLower = less leverage | — | 8.52× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $128.2M | $346.8M | ||
| Q3 25 | $167.9M | $417.4M | ||
| Q2 25 | $194.2M | $63.2M | ||
| Q1 25 | $186.5M | $80.1M | ||
| Q4 24 | $186.7M | $143.5M | ||
| Q3 24 | $169.6M | $48.6M | ||
| Q2 24 | $153.5M | $14.6M | ||
| Q1 24 | $145.0M | $71.3M |
| Q4 25 | $1.2B | $5.5B | ||
| Q3 25 | $1.2B | — | ||
| Q2 25 | $1.2B | — | ||
| Q1 25 | $1.2B | — | ||
| Q4 24 | $1.2B | $5.8B | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $1.2B | — | ||
| Q1 24 | $1.2B | — |
| Q4 25 | $-273.9M | $646.1M | ||
| Q3 25 | $-231.9M | $647.9M | ||
| Q2 25 | $-212.5M | $695.9M | ||
| Q1 25 | $-215.7M | $734.6M | ||
| Q4 24 | $-216.0M | $851.9M | ||
| Q3 24 | $-216.7M | $929.0M | ||
| Q2 24 | $-231.7M | $1.0B | ||
| Q1 24 | $-244.8M | $1.1B |
| Q4 25 | $1.7B | $6.5B | ||
| Q3 25 | $1.8B | $7.0B | ||
| Q2 25 | $1.8B | $6.9B | ||
| Q1 25 | $1.8B | $7.0B | ||
| Q4 24 | $1.8B | $7.1B | ||
| Q3 24 | $1.7B | $7.1B | ||
| Q2 24 | $1.7B | $7.1B | ||
| Q1 24 | $1.7B | $7.2B |
| Q4 25 | — | 8.52× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 6.85× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | $5.7M | $-18.5M |
| Free Cash FlowOCF − Capex | $-8.6M | $-95.2M |
| FCF MarginFCF / Revenue | -3.9% | -32.1% |
| Capex IntensityCapex / Revenue | 6.6% | 25.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $53.4M | $-107.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $5.7M | $-18.5M | ||
| Q3 25 | $30.2M | $98.1M | ||
| Q2 25 | $37.0M | $-7.0K | ||
| Q1 25 | $16.1M | $38.2M | ||
| Q4 24 | $30.5M | $-9.7M | ||
| Q3 24 | $25.5M | $106.2M | ||
| Q2 24 | $21.6M | $43.8M | ||
| Q1 24 | $30.6M | $-926.0K |
| Q4 25 | $-8.6M | $-95.2M | ||
| Q3 25 | $18.1M | $57.9M | ||
| Q2 25 | $31.0M | $-46.6M | ||
| Q1 25 | $12.8M | $-23.2M | ||
| Q4 24 | $26.7M | $-88.9M | ||
| Q3 24 | $22.0M | $24.1M | ||
| Q2 24 | $18.2M | $-22.3M | ||
| Q1 24 | $27.2M | $-77.2M |
| Q4 25 | -3.9% | -32.1% | ||
| Q3 25 | 8.4% | 15.3% | ||
| Q2 25 | 13.4% | -11.5% | ||
| Q1 25 | 6.0% | -6.9% | ||
| Q4 24 | 13.0% | -24.9% | ||
| Q3 24 | 11.3% | 6.2% | ||
| Q2 24 | 8.8% | -5.4% | ||
| Q1 24 | 13.2% | -23.0% |
| Q4 25 | 6.6% | 25.9% | ||
| Q3 25 | 5.6% | 10.6% | ||
| Q2 25 | 2.6% | 11.5% | ||
| Q1 25 | 1.5% | 18.3% | ||
| Q4 24 | 1.9% | 22.2% | ||
| Q3 24 | 1.8% | 21.0% | ||
| Q2 24 | 1.7% | 16.0% | ||
| Q1 24 | 1.6% | 22.7% |
| Q4 25 | — | — | ||
| Q3 25 | 4.12× | — | ||
| Q2 25 | 2.68× | — | ||
| Q1 25 | 1.97× | — | ||
| Q4 24 | 5.88× | — | ||
| Q3 24 | 1.34× | — | ||
| Q2 24 | 0.93× | — | ||
| Q1 24 | 1.75× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DIN
| Franchisor | $163.2M | 75% |
| Food And Beverage | $27.3M | 13% |
| Proprietary Product Sales And Other | $17.0M | 8% |
| Other | $8.1M | 4% |
| Franchise And Development Fees | $2.0M | 1% |
SVC
Segment breakdown not available.
