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Side-by-side financial comparison of Darden Restaurants (DRI) and RPM INTERNATIONAL INC (RPM). Click either name above to swap in a different company.
Darden Restaurants is the larger business by last-quarter revenue ($3.1B vs $1.9B, roughly 1.6× RPM INTERNATIONAL INC). RPM INTERNATIONAL INC runs the higher net margin — 8.4% vs 7.6%, a 0.8% gap on every dollar of revenue. On growth, Darden Restaurants posted the faster year-over-year revenue change (7.3% vs 3.5%). RPM INTERNATIONAL INC produced more free cash flow last quarter ($296.4M vs $119.8M). Over the past eight quarters, RPM INTERNATIONAL INC's revenue compounded faster (12.0% CAGR vs 2.1%).
Darden Restaurants, Inc. is an American multi-brand restaurant operator headquartered in Orlando, Florida. Darden has more than 1,800 restaurant locations and more than 175,000 employees, making it the world's largest full-service restaurant company. The company began as an extension of Red Lobster, founded by William Darden and initially backed by General Mills. Red Lobster was later sold in July 2014.
BVS Entertainment, Inc., formerly known as Saban Productions, Saban International and Saban Entertainment, is a subsidiary of the Walt Disney Company. Founded on April 24, 1980, as a music production company by Haim Saban and Shuki Levy, it slowly transitioned to or gravitated towards television production and distribution, where it is most known for producing and distributing children's programs for Fox Family/ABC Family and defunct channels Fox Kids and Jetix.
DRI vs RPM — Head-to-Head
Income Statement — Q2 FY2026 vs Q2 FY2026
| Metric | | |
|---|---|---|
| Revenue | $3.1B | $1.9B |
| Net Profit | $237.2M | $161.2M |
| Gross Margin | 18.7% | 40.8% |
| Operating Margin | 10.3% | 11.0% |
| Net Margin | 7.6% | 8.4% |
| Revenue YoY | 7.3% | 3.5% |
| Net Profit YoY | 10.3% | -12.0% |
| EPS (diluted) | $2.03 | $1.26 |
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 | $3.1B | $1.9B | ||
| Q3 25 | $3.0B | $2.1B | ||
| Q2 25 | $3.3B | $2.1B | ||
| Q1 25 | $3.2B | $1.5B | ||
| Q4 24 | $2.9B | $1.8B | ||
| Q3 24 | $2.8B | $2.0B | ||
| Q2 24 | $3.0B | $2.0B | ||
| Q1 24 | $3.0B | $1.5B |
| Q4 25 | $237.2M | $161.2M | ||
| Q3 25 | $257.8M | $227.6M | ||
| Q2 25 | $303.9M | $225.8M | ||
| Q1 25 | $323.4M | $52.0M | ||
| Q4 24 | $215.1M | $183.2M | ||
| Q3 24 | $207.2M | $227.7M | ||
| Q2 24 | $308.1M | $180.6M | ||
| Q1 24 | $312.9M | $61.2M |
| Q4 25 | 18.7% | 40.8% | ||
| Q3 25 | 18.9% | 42.3% | ||
| Q2 25 | 22.1% | 42.4% | ||
| Q1 25 | 21.1% | 38.4% | ||
| Q4 24 | 19.5% | 41.4% | ||
| Q3 24 | 18.8% | 42.5% | ||
| Q2 24 | 20.9% | 41.4% | ||
| Q1 24 | 20.6% | 39.9% |
| Q4 25 | 10.3% | 11.0% | ||
| Q3 25 | 11.1% | 14.1% | ||
| Q2 25 | 11.7% | 11.9% | ||
| Q1 25 | 13.2% | 2.8% | ||
| Q4 24 | 10.1% | 11.5% | ||
| Q3 24 | 9.8% | 14.8% | ||
| Q2 24 | 13.4% | 11.9% | ||
| Q1 24 | 13.0% | 5.5% |
| Q4 25 | 7.6% | 8.4% | ||
| Q3 25 | 8.5% | 10.8% | ||
| Q2 25 | 9.3% | 10.8% | ||
| Q1 25 | 10.2% | 3.5% | ||
| Q4 24 | 7.4% | 9.9% | ||
| Q3 24 | 7.5% | 11.6% | ||
| Q2 24 | 10.4% | 9.0% | ||
| Q1 24 | 10.5% | 4.0% |
| Q4 25 | $2.03 | $1.26 | ||
| Q3 25 | $2.19 | $1.77 | ||
| Q2 25 | $2.56 | $1.76 | ||
| Q1 25 | $2.74 | $0.40 | ||
| Q4 24 | $1.82 | $1.42 | ||
| Q3 24 | $1.74 | $1.77 | ||
| Q2 24 | $2.56 | $1.40 | ||
| Q1 24 | $2.60 | $0.47 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $224.1M | $316.6M |
| Total DebtLower is stronger | $2.1B | $2.5B |
| Stockholders' EquityBook value | $2.1B | $3.1B |
| Total Assets | $12.9B | $7.9B |
| Debt / EquityLower = less leverage | 1.03× | 0.80× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $224.1M | $316.6M | ||
| Q3 25 | $211.0M | $297.1M | ||
| Q2 25 | $240.0M | $302.1M | ||
| Q1 25 | $224.2M | $241.9M | ||
| Q4 24 | $217.3M | $268.7M | ||
| Q3 24 | $192.5M | $231.6M | ||
| Q2 24 | $194.8M | $237.4M | ||
| Q1 24 | $243.9M | $248.9M |
| Q4 25 | $2.1B | $2.5B | ||
| Q3 25 | $2.1B | $2.7B | ||
| Q2 25 | $2.1B | $2.6B | ||
| Q1 25 | $2.1B | $2.1B | ||
| Q4 24 | $2.1B | $2.0B | ||
| Q3 24 | $1.4B | $2.0B | ||
| Q2 24 | $1.4B | $2.0B | ||
| Q1 24 | $1.4B | $2.2B |
| Q4 25 | $2.1B | $3.1B | ||
| Q3 25 | $2.2B | $3.1B | ||
| Q2 25 | $2.3B | $2.9B | ||
| Q1 25 | $2.2B | $2.7B | ||
| Q4 24 | $2.1B | $2.7B | ||
| Q3 24 | $2.1B | $2.6B | ||
| Q2 24 | $2.2B | $2.5B | ||
| Q1 24 | $2.2B | $2.3B |
| Q4 25 | $12.9B | $7.9B | ||
| Q3 25 | $12.8B | $7.9B | ||
| Q2 25 | $12.6B | $7.8B | ||
| Q1 25 | $12.6B | $6.6B | ||
| Q4 24 | $12.5B | $6.7B | ||
| Q3 24 | $11.4B | $6.6B | ||
| Q2 24 | $11.3B | $6.6B | ||
| Q1 24 | $11.4B | $6.4B |
| Q4 25 | 1.03× | 0.80× | ||
| Q3 25 | 0.96× | 0.87× | ||
| Q2 25 | 0.92× | 0.91× | ||
| Q1 25 | 0.96× | 0.78× | ||
| Q4 24 | 1.02× | 0.74× | ||
| Q3 24 | 0.65× | 0.77× | ||
| Q2 24 | 0.61× | 0.79× | ||
| Q1 24 | 0.63× | 0.93× |
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 | $320.7M | $345.7M |
| Free Cash FlowOCF − Capex | $119.8M | $296.4M |
| FCF MarginFCF / Revenue | 3.9% | 15.5% |
| Capex IntensityCapex / Revenue | 6.5% | 2.6% |
| Cash ConversionOCF / Net Profit | 1.35× | 2.14× |
| TTM Free Cash FlowTrailing 4 quarters | $1.0B | $582.9M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $320.7M | $345.7M | ||
| Q3 25 | $342.5M | $237.5M | ||
| Q2 25 | $457.0M | $149.2M | ||
| Q1 25 | $588.2M | $91.5M | ||
| Q4 24 | $388.6M | $279.4M | ||
| Q3 24 | $273.2M | $248.1M | ||
| Q2 24 | $426.0M | $181.2M | ||
| Q1 24 | $585.8M | $173.4M |
| Q4 25 | $119.8M | $296.4M | ||
| Q3 25 | $168.4M | $175.0M | ||
| Q2 25 | $285.0M | $78.2M | ||
| Q1 25 | $430.1M | $33.3M | ||
| Q4 24 | $219.3M | $229.5M | ||
| Q3 24 | $128.0M | $197.3M | ||
| Q2 24 | $285.6M | $105.3M | ||
| Q1 24 | $437.4M | $124.6M |
| Q4 25 | 3.9% | 15.5% | ||
| Q3 25 | 5.5% | 8.3% | ||
| Q2 25 | 8.7% | 3.8% | ||
| Q1 25 | 13.6% | 2.3% | ||
| Q4 24 | 7.6% | 12.4% | ||
| Q3 24 | 4.6% | 10.0% | ||
| Q2 24 | 9.7% | 5.2% | ||
| Q1 24 | 14.7% | 8.2% |
| Q4 25 | 6.5% | 2.6% | ||
| Q3 25 | 5.7% | 3.0% | ||
| Q2 25 | 5.3% | 3.4% | ||
| Q1 25 | 5.0% | 3.9% | ||
| Q4 24 | 5.9% | 2.7% | ||
| Q3 24 | 5.3% | 2.6% | ||
| Q2 24 | 4.7% | 3.8% | ||
| Q1 24 | 5.0% | 3.2% |
| Q4 25 | 1.35× | 2.14× | ||
| Q3 25 | 1.33× | 1.04× | ||
| Q2 25 | 1.50× | 0.66× | ||
| Q1 25 | 1.82× | 1.76× | ||
| Q4 24 | 1.81× | 1.53× | ||
| Q3 24 | 1.32× | 1.09× | ||
| Q2 24 | 1.38× | 1.00× | ||
| Q1 24 | 1.87× | 2.83× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DRI
| Olive Garden Segment | $1.4B | 44% |
| Long Horn Steakhouse Segment | $775.9M | 25% |
| Other | $647.3M | 21% |
| Fine Dining Segment | $316.2M | 10% |
RPM
| Construction Products Group Segment | $737.4M | 39% |
| Consumer Segment | $638.6M | 33% |
| Performance Coatings Group Segment | $533.8M | 28% |
