vs
Side-by-side financial comparison of BRINKER INTERNATIONAL, INC (EAT) and MARRIOTT VACATIONS WORLDWIDE Corp (VAC). Click either name above to swap in a different company.
BRINKER INTERNATIONAL, INC is the larger business by last-quarter revenue ($1.5B vs $1.2B, roughly 1.2× MARRIOTT VACATIONS WORLDWIDE Corp). BRINKER INTERNATIONAL, INC runs the higher net margin — 8.8% vs -35.0%, a 43.9% gap on every dollar of revenue. On growth, BRINKER INTERNATIONAL, INC posted the faster year-over-year revenue change (6.9% vs -0.7%). BRINKER INTERNATIONAL, INC produced more free cash flow last quarter ($155.2M vs $-6.0M). Over the past eight quarters, BRINKER INTERNATIONAL, INC's revenue compounded faster (13.9% CAGR vs 5.2%).
Brinker International, Inc. is an American multinational hospitality industry company that owns Chili's and Maggiano's Little Italy restaurant chains. Founded in 1975 and based in Dallas, Texas, Brinker currently owns, operates, or franchises 1,672 restaurants under the names Chili's Grill & Bar and Maggiano's Little Italy worldwide.
Marriott Vacations Worldwide Corporation is a pure-play public timeshare company. Formerly a division of Marriott International, Marriott Vacations Worldwide was established as a separate, publicly traded entity focusing primarily on vacation ownership in November 2011. Marriott Vacations Worldwide runs more than 120 resorts with over 700,000 Owners and members in a diverse portfolio of brands under The Marriott Vacation Clubs name. Its brands include Marriott Vacation Club, The Marriott Vaca...
EAT vs VAC — Head-to-Head
Income Statement — Q2 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.5B | $1.2B |
| Net Profit | $128.5M | $-431.0M |
| Gross Margin | — | — |
| Operating Margin | 11.6% | — |
| Net Margin | 8.8% | -35.0% |
| Revenue YoY | 6.9% | -0.7% |
| Net Profit YoY | 8.4% | -962.0% |
| EPS (diluted) | $2.86 | $-12.00 |
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 | $1.5B | $1.2B | ||
| Q3 25 | $1.3B | $1.2B | ||
| Q2 25 | $1.5B | $1.2B | ||
| Q1 25 | $1.4B | $1.1B | ||
| Q4 24 | $1.4B | $1.2B | ||
| Q3 24 | $1.1B | $1.2B | ||
| Q2 24 | $1.2B | $1.1B | ||
| Q1 24 | $1.1B | $1.1B |
| Q4 25 | $128.5M | $-431.0M | ||
| Q3 25 | $99.5M | $-2.0M | ||
| Q2 25 | $107.0M | $69.0M | ||
| Q1 25 | $119.1M | $56.0M | ||
| Q4 24 | $118.5M | $50.0M | ||
| Q3 24 | $38.5M | $84.0M | ||
| Q2 24 | $57.3M | $37.0M | ||
| Q1 24 | $48.7M | $47.0M |
| Q4 25 | 11.6% | — | ||
| Q3 25 | 8.7% | — | ||
| Q2 25 | 9.8% | — | ||
| Q1 25 | 11.0% | — | ||
| Q4 24 | 11.5% | — | ||
| Q3 24 | 5.0% | — | ||
| Q2 24 | 6.1% | — | ||
| Q1 24 | 6.2% | — |
| Q4 25 | 8.8% | -35.0% | ||
| Q3 25 | 7.4% | -0.2% | ||
| Q2 25 | 7.3% | 6.0% | ||
| Q1 25 | 8.4% | 5.0% | ||
| Q4 24 | 8.7% | 4.0% | ||
| Q3 24 | 3.4% | 6.9% | ||
| Q2 24 | 4.7% | 3.5% | ||
| Q1 24 | 4.3% | 4.2% |
| Q4 25 | $2.86 | $-12.00 | ||
| Q3 25 | $2.17 | $-0.07 | ||
| Q2 25 | $2.31 | $1.77 | ||
| Q1 25 | $2.56 | $1.46 | ||
| Q4 24 | $2.61 | $1.29 | ||
| Q3 24 | $0.84 | $2.12 | ||
| Q2 24 | $1.22 | $0.98 | ||
| Q1 24 | $1.08 | $1.22 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $15.0M | $406.0M |
| Total DebtLower is stronger | $451.3M | — |
| Stockholders' EquityBook value | $379.3M | $2.0B |
| Total Assets | $2.7B | $9.8B |
| Debt / EquityLower = less leverage | 1.19× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $15.0M | $406.0M | ||
| Q3 25 | $33.6M | $474.0M | ||
| Q2 25 | $18.9M | $205.0M | ||
| Q1 25 | $17.5M | $196.0M | ||
| Q4 24 | $14.8M | $197.0M | ||
| Q3 24 | $16.2M | $197.0M | ||
| Q2 24 | $64.6M | $206.0M | ||
| Q1 24 | $15.5M | $237.0M |
| Q4 25 | $451.3M | — | ||
| Q3 25 | $525.8M | — | ||
| Q2 25 | $426.0M | — | ||
| Q1 25 | $518.3M | — | ||
| Q4 24 | $652.0M | — | ||
| Q3 24 | $806.9M | — | ||
| Q2 24 | $786.3M | — | ||
| Q1 24 | $818.5M | — |
| Q4 25 | $379.3M | $2.0B | ||
| Q3 25 | $343.9M | $2.5B | ||
| Q2 25 | $370.9M | $2.5B | ||
| Q1 25 | $259.0M | $2.4B | ||
| Q4 24 | $131.5M | $2.4B | ||
| Q3 24 | $12.7M | $2.4B | ||
| Q2 24 | $39.4M | $2.4B | ||
| Q1 24 | $-46.7M | $2.4B |
| Q4 25 | $2.7B | $9.8B | ||
| Q3 25 | $2.7B | $10.1B | ||
| Q2 25 | $2.7B | $9.9B | ||
| Q1 25 | $2.6B | $9.9B | ||
| Q4 24 | $2.6B | $9.8B | ||
| Q3 24 | $2.5B | $9.7B | ||
| Q2 24 | $2.6B | $9.6B | ||
| Q1 24 | $2.5B | $9.9B |
| Q4 25 | 1.19× | — | ||
| Q3 25 | 1.53× | — | ||
| Q2 25 | 1.15× | — | ||
| Q1 25 | 2.00× | — | ||
| Q4 24 | 4.96× | — | ||
| Q3 24 | 63.54× | — | ||
| Q2 24 | 19.96× | — | ||
| 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 | $218.9M | $6.0M |
| Free Cash FlowOCF − Capex | $155.2M | $-6.0M |
| FCF MarginFCF / Revenue | 10.7% | -0.5% |
| Capex IntensityCapex / Revenue | 4.4% | 1.0% |
| Cash ConversionOCF / Net Profit | 1.70× | — |
| TTM Free Cash FlowTrailing 4 quarters | $455.9M | $-29.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $218.9M | $6.0M | ||
| Q3 25 | $120.8M | $62.0M | ||
| Q2 25 | $186.0M | $-48.0M | ||
| Q1 25 | $212.0M | $8.0M | ||
| Q4 24 | $218.2M | $100.0M | ||
| Q3 24 | $62.8M | $72.0M | ||
| Q2 24 | $141.5M | $30.0M | ||
| Q1 24 | $130.1M | $3.0M |
| Q4 25 | $155.2M | $-6.0M | ||
| Q3 25 | $62.2M | $51.0M | ||
| Q2 25 | $106.1M | $-68.0M | ||
| Q1 25 | $132.4M | $-6.0M | ||
| Q4 24 | $168.9M | $86.0M | ||
| Q3 24 | $6.3M | $58.0M | ||
| Q2 24 | $83.5M | $17.0M | ||
| Q1 24 | $78.7M | $-13.0M |
| Q4 25 | 10.7% | -0.5% | ||
| Q3 25 | 4.6% | 4.3% | ||
| Q2 25 | 7.3% | -5.9% | ||
| Q1 25 | 9.3% | -0.5% | ||
| Q4 24 | 12.4% | 6.9% | ||
| Q3 24 | 0.6% | 4.8% | ||
| Q2 24 | 6.9% | 1.6% | ||
| Q1 24 | 7.0% | -1.2% |
| Q4 25 | 4.4% | 1.0% | ||
| Q3 25 | 4.3% | 0.9% | ||
| Q2 25 | 5.5% | 1.7% | ||
| Q1 25 | 5.6% | 1.3% | ||
| Q4 24 | 3.6% | 1.1% | ||
| Q3 24 | 5.0% | 1.1% | ||
| Q2 24 | 4.8% | 1.2% | ||
| Q1 24 | 4.6% | 1.4% |
| Q4 25 | 1.70× | — | ||
| Q3 25 | 1.21× | — | ||
| Q2 25 | 1.74× | -0.70× | ||
| Q1 25 | 1.78× | 0.14× | ||
| Q4 24 | 1.84× | 2.00× | ||
| Q3 24 | 1.63× | 0.86× | ||
| Q2 24 | 2.47× | 0.81× | ||
| Q1 24 | 2.67× | 0.06× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
EAT
| Chilis Restaurants | $1.3B | 91% |
| Maggianos Restaurants | $134.9M | 9% |
| Franchise Revenues | $13.4M | 1% |
VAC
| Cost Reimbursement | $467.0M | 38% |
| Time Share | $381.0M | 31% |
| Management And Exchange | $212.0M | 17% |
| Ancillary Revenues | $64.0M | 5% |
| Management Service | $55.0M | 4% |
| Service Other | $36.0M | 3% |
