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Side-by-side financial comparison of Okeanis Eco Tankers Corp. (ECO) and SHOE CARNIVAL INC (SCVL). Click either name above to swap in a different company.
Okeanis Eco Tankers Corp. is the larger business by last-quarter revenue ($393.2M vs $297.2M, roughly 1.3× SHOE CARNIVAL INC). Over the past eight quarters, Okeanis Eco Tankers Corp.'s revenue compounded faster (20.5% CAGR vs 3.0%).
Okeanis Eco Tankers Corp. is a global shipping enterprise specializing in the operation of eco-friendly tanker fleets. Its core business covers maritime transport of crude oil and refined petroleum products, serving major energy and commodity clients across key international trade routes, with a focus on cutting carbon emissions via energy-efficient vessel designs.
SHOE CARNIVAL INCSCVLEarnings & Financial Report
Shoe Carnival Inc. is an American retailer of family footwear. The company operates 429 stores throughout the midwest, south, and southeast regions, and Puerto Rico. It was founded by David Russell in 1978 and is headquartered in Fort Mill, South Carolina as of 2025.
ECO vs SCVL — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $393.2M | $297.2M |
| Net Profit | — | $14.6M |
| Gross Margin | — | 37.6% |
| Operating Margin | 41.4% | 6.3% |
| Net Margin | — | 4.9% |
| Revenue YoY | — | -3.2% |
| Net Profit YoY | — | -23.9% |
| EPS (diluted) | — | $0.53 |
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 | $393.2M | $297.2M | ||
| Q3 25 | $308.0M | $306.4M | ||
| Q2 25 | $-49.0M | $277.7M | ||
| Q1 25 | $111.1M | $262.9M | ||
| Q4 24 | $413.1M | $306.9M | ||
| Q3 24 | $321.4M | $332.7M | ||
| Q2 24 | $232.4M | $300.4M | ||
| Q1 24 | — | $280.2M |
| Q4 25 | — | $14.6M | ||
| Q3 25 | — | $19.2M | ||
| Q2 25 | — | $9.3M | ||
| Q1 25 | — | $14.7M | ||
| Q4 24 | — | $19.2M | ||
| Q3 24 | — | $22.6M | ||
| Q2 24 | — | $17.3M | ||
| Q1 24 | — | $15.5M |
| Q4 25 | — | 37.6% | ||
| Q3 25 | — | 38.8% | ||
| Q2 25 | — | 34.5% | ||
| Q1 25 | — | 34.9% | ||
| Q4 24 | — | 36.0% | ||
| Q3 24 | — | 36.1% | ||
| Q2 24 | — | 35.6% | ||
| Q1 24 | — | 35.6% |
| Q4 25 | 41.4% | 6.3% | ||
| Q3 25 | 44.2% | 8.2% | ||
| Q2 25 | 101.1% | 4.3% | ||
| Q1 25 | 49.6% | 5.3% | ||
| Q4 24 | 48.7% | 8.0% | ||
| Q3 24 | 52.0% | 9.0% | ||
| Q2 24 | 56.7% | 7.5% | ||
| Q1 24 | — | 7.1% |
| Q4 25 | — | 4.9% | ||
| Q3 25 | — | 6.3% | ||
| Q2 25 | — | 3.4% | ||
| Q1 25 | — | 5.6% | ||
| Q4 24 | — | 6.3% | ||
| Q3 24 | — | 6.8% | ||
| Q2 24 | — | 5.8% | ||
| Q1 24 | — | 5.5% |
| Q4 25 | — | $0.53 | ||
| Q3 25 | — | $0.70 | ||
| Q2 25 | — | $0.34 | ||
| Q1 25 | — | $0.53 | ||
| Q4 24 | — | $0.70 | ||
| Q3 24 | — | $0.82 | ||
| Q2 24 | — | $0.63 | ||
| Q1 24 | — | $0.57 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $116.6M | $107.7M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $573.1M | $683.2M |
| Total Assets | $1.2B | $1.2B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $116.6M | $107.7M | ||
| Q3 25 | — | $91.9M | ||
| Q2 25 | $59.8M | $93.0M | ||
| Q1 25 | — | $123.1M | ||
| Q4 24 | $49.3M | $91.1M | ||
| Q3 24 | — | $84.5M | ||
| Q2 24 | $92.8M | $69.5M | ||
| Q1 24 | — | $111.2M |
| Q4 25 | $573.1M | $683.2M | ||
| Q3 25 | — | $670.7M | ||
| Q2 25 | $428.3M | $653.6M | ||
| Q1 25 | — | $649.0M | ||
| Q4 24 | $410.4M | $635.7M | ||
| Q3 24 | — | $618.5M | ||
| Q2 24 | $432.6M | $597.8M | ||
| Q1 24 | — | $583.4M |
| Q4 25 | $1.2B | $1.2B | ||
| Q3 25 | — | $1.2B | ||
| Q2 25 | $1.1B | $1.1B | ||
| Q1 25 | — | $1.1B | ||
| Q4 24 | $1.1B | $1.1B | ||
| Q3 24 | — | $1.1B | ||
| Q2 24 | $1.1B | $1.1B | ||
| Q1 24 | — | $1.0B |
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 | $111.3M | $33.6M |
| Free Cash FlowOCF − Capex | — | $19.7M |
| FCF MarginFCF / Revenue | — | 6.6% |
| Capex IntensityCapex / Revenue | — | 4.7% |
| Cash ConversionOCF / Net Profit | — | 2.30× |
| TTM Free Cash FlowTrailing 4 quarters | — | $35.1M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $111.3M | $33.6M | ||
| Q3 25 | $132.2M | $13.3M | ||
| Q2 25 | — | $-9.6M | ||
| Q1 25 | — | $44.5M | ||
| Q4 24 | $162.8M | $17.3M | ||
| Q3 24 | — | $23.7M | ||
| Q2 24 | — | $17.1M | ||
| Q1 24 | — | $53.4M |
| Q4 25 | — | $19.7M | ||
| Q3 25 | — | $2.2M | ||
| Q2 25 | — | $-23.0M | ||
| Q1 25 | — | $36.2M | ||
| Q4 24 | — | $8.3M | ||
| Q3 24 | — | $18.2M | ||
| Q2 24 | — | $6.9M | ||
| Q1 24 | — | $40.7M |
| Q4 25 | — | 6.6% | ||
| Q3 25 | — | 0.7% | ||
| Q2 25 | — | -8.3% | ||
| Q1 25 | — | 13.8% | ||
| Q4 24 | — | 2.7% | ||
| Q3 24 | — | 5.5% | ||
| Q2 24 | — | 2.3% | ||
| Q1 24 | — | 14.5% |
| Q4 25 | — | 4.7% | ||
| Q3 25 | — | 3.6% | ||
| Q2 25 | — | 4.8% | ||
| Q1 25 | — | 3.2% | ||
| Q4 24 | — | 3.0% | ||
| Q3 24 | — | 1.7% | ||
| Q2 24 | — | 3.4% | ||
| Q1 24 | — | 4.5% |
| Q4 25 | — | 2.30× | ||
| Q3 25 | — | 0.69× | ||
| Q2 25 | — | -1.03× | ||
| Q1 25 | — | 3.04× | ||
| Q4 24 | — | 0.90× | ||
| Q3 24 | — | 1.05× | ||
| Q2 24 | — | 0.99× | ||
| Q1 24 | — | 3.44× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
