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Side-by-side financial comparison of Electronic Arts (EA) and Interpublic Group of Companies (The) (IPG), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Interpublic Group of Companies (The) is the larger business by last-quarter revenue ($2.1B vs $1.9B, roughly 1.1× Electronic Arts). Interpublic Group of Companies (The) runs the higher net margin — 4.6% vs 5.8%, a 1.2% gap on every dollar of revenue. On growth, Electronic Arts posted the faster year-over-year revenue change (1.0% vs -4.8%). Over the past eight quarters, Electronic Arts's revenue compounded faster (3.4% CAGR vs -9.1%).
Electronic Arts Inc. (EA) is an American video game company headquartered in Redwood City, California. Founded in May 1982 by former Apple employee Trip Hawkins, the company was a pioneer of the early home computer game industry and promoted the designers and programmers responsible for its games as "software artists".
Interpublic Group of Companies (The)IPGEarnings & Financial Report
The Interpublic Group of Companies, Inc. (IPG) was an American advertising company based in New York City. It consisted of the five major networks FCB, IPG Mediabrands, McCann Worldgroup, MullenLowe Group and Marketing Specialists, as well as several independent specialty agencies in the areas of public relations, sports marketing, talent representation and healthcare. Prior to the Omnicom acquisition, it was one of the "Big Four" agency companies, alongside WPP, Publicis, and Omnicom. The co...
EA vs IPG — Head-to-Head
Income Statement — Q3 2026 vs Q3 2025
| Metric | | |
|---|---|---|
| Revenue | $1.9B | $2.1B |
| Net Profit | $88.0M | $124.2M |
| Gross Margin | 73.8% | — |
| Operating Margin | 6.7% | 10.3% |
| Net Margin | 4.6% | 5.8% |
| Revenue YoY | 1.0% | -4.8% |
| Net Profit YoY | -70.0% | 517.9% |
| EPS (diluted) | $0.35 | $0.34 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $1.9B | — | ||
| Q3 25 | $1.8B | $2.1B | ||
| Q2 25 | $1.7B | $2.2B | ||
| Q1 25 | $1.9B | $2.0B | ||
| Q4 24 | $1.9B | $2.4B | ||
| Q3 24 | $2.0B | $2.2B | ||
| Q2 24 | $1.7B | $2.3B | ||
| Q1 24 | $1.8B | $2.2B |
| Q4 25 | $88.0M | — | ||
| Q3 25 | $137.0M | $124.2M | ||
| Q2 25 | $201.0M | $162.5M | ||
| Q1 25 | $254.0M | $-85.4M | ||
| Q4 24 | $293.0M | $344.5M | ||
| Q3 24 | $294.0M | $20.1M | ||
| Q2 24 | $280.0M | $214.5M | ||
| Q1 24 | $182.0M | $110.4M |
| Q4 25 | 73.8% | — | ||
| Q3 25 | 75.9% | — | ||
| Q2 25 | 83.3% | — | ||
| Q1 25 | 80.6% | -3.2% | ||
| Q4 24 | 75.8% | 10.1% | ||
| Q3 24 | 77.5% | 2.9% | ||
| Q2 24 | 84.2% | 1.2% | ||
| Q1 24 | 79.9% | -1.1% |
| Q4 25 | 6.7% | — | ||
| Q3 25 | 10.9% | 10.3% | ||
| Q2 25 | 16.2% | 11.2% | ||
| Q1 25 | 20.8% | -2.1% | ||
| Q4 24 | 20.0% | 23.3% | ||
| Q3 24 | 19.0% | 5.9% | ||
| Q2 24 | 21.9% | 13.7% | ||
| Q1 24 | 13.2% | 8.4% |
| Q4 25 | 4.6% | — | ||
| Q3 25 | 7.4% | 5.8% | ||
| Q2 25 | 12.0% | 7.5% | ||
| Q1 25 | 13.4% | -4.3% | ||
| Q4 24 | 15.6% | 14.1% | ||
| Q3 24 | 14.5% | 0.9% | ||
| Q2 24 | 16.9% | 9.2% | ||
| Q1 24 | 10.2% | 5.1% |
| Q4 25 | $0.35 | — | ||
| Q3 25 | $0.54 | $0.34 | ||
| Q2 25 | $0.79 | $0.44 | ||
| Q1 25 | $0.99 | $-0.23 | ||
| Q4 24 | $1.11 | $0.92 | ||
| Q3 24 | $1.11 | $0.05 | ||
| Q2 24 | $1.04 | $0.57 | ||
| Q1 24 | $0.67 | $0.29 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $2.8B | $1.5B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $6.2B | $3.7B |
| Total Assets | $13.3B | $17.0B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $2.8B | — | ||
| Q3 25 | $1.1B | $1.5B | ||
| Q2 25 | $1.5B | $1.6B | ||
| Q1 25 | $2.1B | $1.9B | ||
| Q4 24 | $2.8B | $2.2B | ||
| Q3 24 | $2.2B | $1.5B | ||
| Q2 24 | $2.4B | $1.5B | ||
| Q1 24 | $2.9B | $1.9B |
| Q4 25 | $6.2B | — | ||
| Q3 25 | $6.0B | $3.7B | ||
| Q2 25 | $6.1B | $3.7B | ||
| Q1 25 | $6.4B | $3.6B | ||
| Q4 24 | $7.4B | $3.8B | ||
| Q3 24 | $7.4B | $3.7B | ||
| Q2 24 | $7.4B | $3.8B | ||
| Q1 24 | $7.5B | $3.8B |
| Q4 25 | $13.3B | — | ||
| Q3 25 | $11.9B | $17.0B | ||
| Q2 25 | $11.7B | $17.0B | ||
| Q1 25 | $12.4B | $17.1B | ||
| Q4 24 | $13.5B | $18.3B | ||
| Q3 24 | $13.1B | $17.1B | ||
| Q2 24 | $12.7B | $17.0B | ||
| Q1 24 | $13.4B | $17.3B |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $1.8B | $180.1M |
| Free Cash FlowOCF − Capex | — | $153.6M |
| FCF MarginFCF / Revenue | — | 7.2% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | 1.2% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 20.75× | 1.45× |
| TTM Free Cash FlowTrailing 4 quarters | — | $806.8M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $1.8B | — | ||
| Q3 25 | $130.0M | $180.1M | ||
| Q2 25 | $17.0M | $-96.0M | ||
| Q1 25 | $549.0M | $-37.0M | ||
| Q4 24 | $1.2B | $868.1M | ||
| Q3 24 | $234.0M | $223.8M | ||
| Q2 24 | $120.0M | $120.7M | ||
| Q1 24 | $580.0M | $-157.4M |
| Q4 25 | — | — | ||
| Q3 25 | — | $153.6M | ||
| Q2 25 | — | $-121.8M | ||
| Q1 25 | — | $-58.5M | ||
| Q4 24 | — | $833.5M | ||
| Q3 24 | — | $186.5M | ||
| Q2 24 | — | $85.9M | ||
| Q1 24 | — | $-192.5M |
| Q4 25 | — | — | ||
| Q3 25 | — | 7.2% | ||
| Q2 25 | — | -5.6% | ||
| Q1 25 | — | -2.9% | ||
| Q4 24 | — | 34.2% | ||
| Q3 24 | — | 8.3% | ||
| Q2 24 | — | 3.7% | ||
| Q1 24 | — | -8.8% |
| Q4 25 | — | — | ||
| Q3 25 | — | 1.2% | ||
| Q2 25 | — | 1.2% | ||
| Q1 25 | — | 1.1% | ||
| Q4 24 | — | 1.4% | ||
| Q3 24 | — | 1.7% | ||
| Q2 24 | — | 1.5% | ||
| Q1 24 | — | 1.6% |
| Q4 25 | 20.75× | — | ||
| Q3 25 | 0.95× | 1.45× | ||
| Q2 25 | 0.08× | -0.59× | ||
| Q1 25 | 2.16× | — | ||
| Q4 24 | 4.01× | 2.52× | ||
| Q3 24 | 0.80× | 11.13× | ||
| Q2 24 | 0.43× | 0.56× | ||
| Q1 24 | 3.19× | -1.43× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
EA
| Live Services And Other Net Revenue | $1.3B | 67% |
| PC And Other Net Revenue | $465.0M | 24% |
| Packaged Goods Net Revenue | $86.0M | 5% |
| Other | $56.0M | 3% |
| Estimated Service Offering Period | $25.0M | 1% |
IPG
| MDE | $619.0M | 29% |
| IAC | $574.9M | 27% |
| Other | $527.9M | 25% |
| SCE | $413.8M | 19% |
