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Side-by-side financial comparison of Dine Brands Global, Inc. (DIN) and Texas Pacific Land Corporation (TPL). Click either name above to swap in a different company.
Dine Brands Global, Inc. is the larger business by last-quarter revenue ($217.6M vs $211.6M, roughly 1.0× Texas Pacific Land Corporation). Texas Pacific Land Corporation runs the higher net margin — 58.3% vs -5.6%, a 63.9% gap on every dollar of revenue. On growth, Texas Pacific Land Corporation posted the faster year-over-year revenue change (13.9% vs 6.3%). Over the past eight quarters, Texas Pacific Land Corporation's revenue compounded faster (10.2% CAGR vs 2.7%).
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.
The Texas Pacific Land Corporation is a publicly traded real estate operating company with its administrative office in Dallas, Texas. Owning over 880,000 acres (3,600 km2) in 20 West Texas counties, TPL is among the largest private landowners in the state of Texas. It was previously organized as a publicly traded trust taxed as a corporation, and operated under the name Texas Pacific Land Trust.
DIN vs TPL — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $217.6M | $211.6M |
| Net Profit | $-12.2M | $123.3M |
| Gross Margin | 42.4% | — |
| Operating Margin | -7.6% | 70.5% |
| Net Margin | -5.6% | 58.3% |
| Revenue YoY | 6.3% | 13.9% |
| Net Profit YoY | -336.1% | 4.2% |
| EPS (diluted) | $-0.79 | $-8.59 |
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 | $211.6M | ||
| Q3 25 | $216.2M | $203.1M | ||
| Q2 25 | $230.8M | $187.5M | ||
| Q1 25 | $214.8M | $196.0M | ||
| Q4 24 | $204.8M | $185.8M | ||
| Q3 24 | $195.0M | $173.6M | ||
| Q2 24 | $206.3M | $172.3M | ||
| Q1 24 | $206.2M | $174.1M |
| Q4 25 | $-12.2M | $123.3M | ||
| Q3 25 | $7.3M | $121.2M | ||
| Q2 25 | $13.8M | $116.1M | ||
| Q1 25 | $8.2M | $120.7M | ||
| Q4 24 | $5.2M | $118.4M | ||
| Q3 24 | $19.1M | $106.6M | ||
| Q2 24 | $23.2M | $114.6M | ||
| Q1 24 | $17.5M | $114.4M |
| 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% | 70.5% | ||
| Q3 25 | 4.7% | 73.4% | ||
| Q2 25 | 8.2% | 76.6% | ||
| Q1 25 | 6.0% | 76.6% | ||
| Q4 24 | 3.8% | 76.7% | ||
| Q3 24 | 13.6% | 73.4% | ||
| Q2 24 | 15.1% | 77.3% | ||
| Q1 24 | 11.7% | 78.1% |
| Q4 25 | -5.6% | 58.3% | ||
| Q3 25 | 3.4% | 59.7% | ||
| Q2 25 | 6.0% | 61.9% | ||
| Q1 25 | 3.8% | 61.6% | ||
| Q4 24 | 2.5% | 63.7% | ||
| Q3 24 | 9.8% | 61.4% | ||
| Q2 24 | 11.2% | 66.5% | ||
| Q1 24 | 8.5% | 65.7% |
| Q4 25 | $-0.79 | $-8.59 | ||
| Q3 25 | $0.48 | $5.27 | ||
| Q2 25 | $0.89 | $5.05 | ||
| Q1 25 | $0.53 | $5.24 | ||
| Q4 24 | $0.35 | $5.14 | ||
| Q3 24 | $1.24 | $4.63 | ||
| Q2 24 | $1.50 | $4.98 | ||
| Q1 24 | $1.13 | $4.97 |
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 | $144.8M |
| Total DebtLower is stronger | $1.2B | — |
| Stockholders' EquityBook value | $-273.9M | $1.5B |
| Total Assets | $1.7B | $1.6B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $128.2M | $144.8M | ||
| Q3 25 | $167.9M | $531.8M | ||
| Q2 25 | $194.2M | $543.9M | ||
| Q1 25 | $186.5M | $460.4M | ||
| Q4 24 | $186.7M | $369.8M | ||
| Q3 24 | $169.6M | $533.9M | ||
| Q2 24 | $153.5M | $894.7M | ||
| Q1 24 | $145.0M | $837.1M |
| Q4 25 | $1.2B | — | ||
| Q3 25 | $1.2B | — | ||
| Q2 25 | $1.2B | — | ||
| Q1 25 | $1.2B | — | ||
| Q4 24 | $1.2B | — | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $1.2B | — | ||
| Q1 24 | $1.2B | — |
| Q4 25 | $-273.9M | $1.5B | ||
| Q3 25 | $-231.9M | $1.4B | ||
| Q2 25 | $-212.5M | $1.3B | ||
| Q1 25 | $-215.7M | $1.2B | ||
| Q4 24 | $-216.0M | $1.1B | ||
| Q3 24 | $-216.7M | $1.1B | ||
| Q2 24 | $-231.7M | $1.2B | ||
| Q1 24 | $-244.8M | $1.1B |
| Q4 25 | $1.7B | $1.6B | ||
| Q3 25 | $1.8B | $1.5B | ||
| Q2 25 | $1.8B | $1.4B | ||
| Q1 25 | $1.8B | $1.4B | ||
| Q4 24 | $1.8B | $1.2B | ||
| Q3 24 | $1.7B | $1.2B | ||
| Q2 24 | $1.7B | $1.3B | ||
| Q1 24 | $1.7B | $1.3B |
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 | $113.7M |
| Free Cash FlowOCF − Capex | $-8.6M | — |
| FCF MarginFCF / Revenue | -3.9% | — |
| Capex IntensityCapex / Revenue | 6.6% | — |
| Cash ConversionOCF / Net Profit | — | 0.92× |
| TTM Free Cash FlowTrailing 4 quarters | $53.4M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $5.7M | $113.7M | ||
| Q3 25 | $30.2M | $154.6M | ||
| Q2 25 | $37.0M | $120.9M | ||
| Q1 25 | $16.1M | $156.7M | ||
| Q4 24 | $30.5M | $126.6M | ||
| Q3 24 | $25.5M | $118.6M | ||
| Q2 24 | $21.6M | $98.3M | ||
| Q1 24 | $30.6M | $147.2M |
| Q4 25 | $-8.6M | — | ||
| Q3 25 | $18.1M | — | ||
| Q2 25 | $31.0M | — | ||
| Q1 25 | $12.8M | — | ||
| Q4 24 | $26.7M | — | ||
| Q3 24 | $22.0M | — | ||
| Q2 24 | $18.2M | — | ||
| Q1 24 | $27.2M | — |
| Q4 25 | -3.9% | — | ||
| Q3 25 | 8.4% | — | ||
| Q2 25 | 13.4% | — | ||
| Q1 25 | 6.0% | — | ||
| Q4 24 | 13.0% | — | ||
| Q3 24 | 11.3% | — | ||
| Q2 24 | 8.8% | — | ||
| Q1 24 | 13.2% | — |
| Q4 25 | 6.6% | — | ||
| Q3 25 | 5.6% | — | ||
| Q2 25 | 2.6% | — | ||
| Q1 25 | 1.5% | — | ||
| Q4 24 | 1.9% | — | ||
| Q3 24 | 1.8% | — | ||
| Q2 24 | 1.7% | — | ||
| Q1 24 | 1.6% | — |
| Q4 25 | — | 0.92× | ||
| Q3 25 | 4.12× | 1.28× | ||
| Q2 25 | 2.68× | 1.04× | ||
| Q1 25 | 1.97× | 1.30× | ||
| Q4 24 | 5.88× | 1.07× | ||
| Q3 24 | 1.34× | 1.11× | ||
| Q2 24 | 0.93× | 0.86× | ||
| Q1 24 | 1.75× | 1.29× |
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% |
TPL
| Water Serviceand Operations Segment | $98.2M | 46% |
| Water Sales And Royalties | $60.7M | 29% |
| Produced Water Royalties | $33.5M | 16% |
| Easementand Sundry | $20.6M | 10% |
