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Side-by-side financial comparison of Dollar Tree (DLTR) and OLD REPUBLIC INTERNATIONAL CORP (ORI). Click either name above to swap in a different company.
Dollar Tree is the larger business by last-quarter revenue ($4.7B vs $2.4B, roughly 2.0× OLD REPUBLIC INTERNATIONAL CORP). OLD REPUBLIC INTERNATIONAL CORP runs the higher net margin — 13.8% vs 5.2%, a 8.6% gap on every dollar of revenue. On growth, OLD REPUBLIC INTERNATIONAL CORP posted the faster year-over-year revenue change (6.7% vs -37.2%). Over the past eight quarters, OLD REPUBLIC INTERNATIONAL CORP's revenue compounded faster (13.2% CAGR vs -25.9%).
Dollar Tree, Inc., formerly known as Dollar Tree Stores, Inc., is an American multi-price-point chain of discount variety stores. Headquartered in Chesapeake, Virginia, it is a Fortune 500 company and operates 15,115 stores throughout the 48 contiguous U.S. states and Canada. Its stores are supported by a nationwide logistics network of 24 distribution centers.
Old Republic International Corporation is an American property insurance and title insurance company. The company is headquartered in Chicago, Illinois.
DLTR vs ORI — Head-to-Head
Income Statement — Q3 FY2026 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $4.7B | $2.4B |
| Net Profit | $244.6M | $330.0M |
| Gross Margin | 35.8% | — |
| Operating Margin | 7.2% | — |
| Net Margin | 5.2% | 13.8% |
| Revenue YoY | -37.2% | 6.7% |
| Net Profit YoY | 4.8% | 34.7% |
| EPS (diluted) | $1.20 | — |
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 | — | $2.4B | ||
| Q4 25 | $4.7B | $2.4B | ||
| Q3 25 | $4.6B | $2.4B | ||
| Q2 25 | $4.6B | $2.2B | ||
| Q1 25 | $5.0B | $2.1B | ||
| Q4 24 | $7.6B | $2.0B | ||
| Q3 24 | $7.4B | $2.3B | ||
| Q2 24 | $7.6B | $1.9B |
| Q1 26 | — | $330.0M | ||
| Q4 25 | $244.6M | $206.5M | ||
| Q3 25 | $188.4M | $279.5M | ||
| Q2 25 | $343.4M | $204.4M | ||
| Q1 25 | $-3.7B | $245.0M | ||
| Q4 24 | $233.3M | $105.3M | ||
| Q3 24 | $132.4M | $338.9M | ||
| Q2 24 | $300.1M | $91.8M |
| Q1 26 | — | — | ||
| Q4 25 | 35.8% | — | ||
| Q3 25 | 34.4% | — | ||
| Q2 25 | 35.6% | — | ||
| Q1 25 | 37.6% | — | ||
| Q4 24 | 30.9% | — | ||
| Q3 24 | 30.0% | — | ||
| Q2 24 | 30.8% | — |
| Q1 26 | — | — | ||
| Q4 25 | 7.2% | — | ||
| Q3 25 | 5.1% | 14.6% | ||
| Q2 25 | 8.3% | 11.8% | ||
| Q1 25 | — | 14.6% | ||
| Q4 24 | 4.4% | — | ||
| Q3 24 | 2.8% | 18.2% | ||
| Q2 24 | 5.5% | 6.1% |
| Q1 26 | — | 13.8% | ||
| Q4 25 | 5.2% | 8.6% | ||
| Q3 25 | 4.1% | 11.5% | ||
| Q2 25 | 7.4% | 9.3% | ||
| Q1 25 | -74.0% | 11.6% | ||
| Q4 24 | 3.1% | 5.3% | ||
| Q3 24 | 1.8% | 14.5% | ||
| Q2 24 | 3.9% | 4.9% |
| Q1 26 | — | — | ||
| Q4 25 | $1.20 | $0.82 | ||
| Q3 25 | $0.91 | $1.11 | ||
| Q2 25 | $1.61 | $0.81 | ||
| Q1 25 | $-17.17 | $0.98 | ||
| Q4 24 | $1.08 | $0.42 | ||
| Q3 24 | $0.62 | $1.32 | ||
| Q2 24 | $1.38 | $0.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $594.8M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $3.5B | $5.9M |
| Total Assets | $13.7B | $29.6M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $594.8M | — | ||
| Q3 25 | $666.3M | — | ||
| Q2 25 | $1.0B | — | ||
| Q1 25 | $1.3B | — | ||
| Q4 24 | $697.6M | — | ||
| Q3 24 | $570.3M | — | ||
| Q2 24 | $618.5M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $3.4B | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $5.9M | ||
| Q4 25 | $3.5B | $5.9B | ||
| Q3 25 | $3.6B | $6.4B | ||
| Q2 25 | $3.9B | $6.2B | ||
| Q1 25 | $4.0B | $5.9B | ||
| Q4 24 | $7.6B | $5.6B | ||
| Q3 24 | $7.4B | $6.4B | ||
| Q2 24 | $7.3B | $6.0B |
| Q1 26 | — | $29.6M | ||
| Q4 25 | $13.7B | $29.9B | ||
| Q3 25 | $13.4B | $30.3B | ||
| Q2 25 | $18.3B | $29.3B | ||
| Q1 25 | $18.6B | $28.0B | ||
| Q4 24 | $23.3B | $27.8B | ||
| Q3 24 | $22.6B | $28.8B | ||
| Q2 24 | $22.1B | $27.5B |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 0.86× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 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 | $319.3M | — |
| Free Cash FlowOCF − Capex | $-57.1M | — |
| FCF MarginFCF / Revenue | -1.2% | — |
| Capex IntensityCapex / Revenue | 7.9% | — |
| Cash ConversionOCF / Net Profit | 1.31× | — |
| TTM Free Cash FlowTrailing 4 quarters | $394.5M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $319.3M | $234.9M | ||
| Q3 25 | $260.7M | $563.9M | ||
| Q2 25 | $378.5M | $133.8M | ||
| Q1 25 | $405.1M | $231.7M | ||
| Q4 24 | $785.6M | $361.7M | ||
| Q3 24 | $306.9M | $474.8M | ||
| Q2 24 | $695.7M | $236.5M |
| Q1 26 | — | — | ||
| Q4 25 | $-57.1M | — | ||
| Q3 25 | $15.6M | — | ||
| Q2 25 | $129.7M | — | ||
| Q1 25 | $306.3M | — | ||
| Q4 24 | $359.2M | — | ||
| Q3 24 | $-193.8M | — | ||
| Q2 24 | $223.5M | — |
| Q1 26 | — | — | ||
| Q4 25 | -1.2% | — | ||
| Q3 25 | 0.3% | — | ||
| Q2 25 | 2.8% | — | ||
| Q1 25 | 6.1% | — | ||
| Q4 24 | 4.8% | — | ||
| Q3 24 | -2.6% | — | ||
| Q2 24 | 2.9% | — |
| Q1 26 | — | — | ||
| Q4 25 | 7.9% | — | ||
| Q3 25 | 5.4% | — | ||
| Q2 25 | 5.4% | — | ||
| Q1 25 | 2.0% | — | ||
| Q4 24 | 5.6% | — | ||
| Q3 24 | 6.8% | — | ||
| Q2 24 | 6.2% | — |
| Q1 26 | — | — | ||
| Q4 25 | 1.31× | 1.14× | ||
| Q3 25 | 1.38× | 2.02× | ||
| Q2 25 | 1.10× | 0.65× | ||
| Q1 25 | — | 0.95× | ||
| Q4 24 | 3.37× | 3.43× | ||
| Q3 24 | 2.32× | 1.40× | ||
| Q2 24 | 2.32× | 2.58× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DLTR
| Consumable | $2.4B | 50% |
| Variety | $2.1B | 43% |
| Seasonal | $344.1M | 7% |
ORI
| operating | $2.2B | 92% |
| Other | $201.8M | 8% |
