vs
Side-by-side financial comparison of GD Culture Group Ltd (GDC) and TAO Synergies Inc. (TAOX). Click either name above to swap in a different company.
GD Culture Group Ltd runs the higher net margin — 2593.8% vs -1929.1%, a 4522.9% gap on every dollar of revenue.
GD Culture Group Ltd is a cultural industry enterprise focused on creating and distributing film, television and variety show content, planning and hosting cultural performances, art exhibitions and themed cultural events, with core business markets covering mainland China and Southeast Asia. It also operates cross-border cultural exchange projects targeting global audiences.
Tao Group Hospitality is an American restaurant and nightlife conglomerate founded in 2009 and headquartered in New York City. The group, whose roots can be traced to as early as 2000, presently owns and operates restaurants, nightclubs, dayclubs, private event venues, and food delivery services under 44 brands.
GDC vs TAOX — Head-to-Head
Income Statement — Q3 FY2023 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $-132.2K | $203.4K |
| Net Profit | $-3.4M | $-3.9M |
| Gross Margin | — | — |
| Operating Margin | 1207.8% | -884.8% |
| Net Margin | 2593.8% | -1929.1% |
| Revenue YoY | — | — |
| Net Profit YoY | 16.2% | 31.7% |
| EPS (diluted) | $-1.12 | $-1.56 |
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.
| Q3 25 | — | $203.4K | ||
| Q3 23 | $-132.2K | — | ||
| Q2 23 | $206.8K | — | ||
| Q1 23 | $75.4K | — |
| Q3 25 | — | $-3.9M | ||
| Q3 23 | $-3.4M | — | ||
| Q2 23 | $-155.5K | — | ||
| Q1 23 | $-21.3K | — |
| Q3 25 | — | — | ||
| Q3 23 | — | — | ||
| Q2 23 | 72.5% | — | ||
| Q1 23 | 25.5% | — |
| Q3 25 | — | -884.8% | ||
| Q3 23 | 1207.8% | — | ||
| Q2 23 | -58.6% | — | ||
| Q1 23 | -6.1% | — |
| Q3 25 | — | -1929.1% | ||
| Q3 23 | 2593.8% | — | ||
| Q2 23 | -75.2% | — | ||
| Q1 23 | -28.3% | — |
| Q3 25 | — | $-1.56 | ||
| Q3 23 | $-1.12 | — | ||
| Q2 23 | $-0.06 | — | ||
| Q1 23 | $-0.01 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.6M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $6.8M | $16.1M |
| Total Assets | $13.9M | $18.4M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | — | ||
| Q3 23 | $1.6M | — | ||
| Q2 23 | $7.4M | — | ||
| Q1 23 | $10.2K | — |
| Q3 25 | — | $16.1M | ||
| Q3 23 | $6.8M | — | ||
| Q2 23 | $11.7M | — | ||
| Q1 23 | $2.5M | — |
| Q3 25 | — | $18.4M | ||
| Q3 23 | $13.9M | — | ||
| Q2 23 | $11.8M | — | ||
| Q1 23 | $2.6M | — |
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 | $-4.8M | $-1.2M |
| Free Cash FlowOCF − Capex | $-4.8M | — |
| FCF MarginFCF / Revenue | 3610.6% | — |
| Capex IntensityCapex / Revenue | -3.8% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $-1.2M | ||
| Q3 23 | $-4.8M | — | ||
| Q2 23 | $-1.3M | — | ||
| Q1 23 | $-380.6K | — |
| Q3 25 | — | — | ||
| Q3 23 | $-4.8M | — | ||
| Q2 23 | — | — | ||
| Q1 23 | — | — |
| Q3 25 | — | — | ||
| Q3 23 | 3610.6% | — | ||
| Q2 23 | — | — | ||
| Q1 23 | — | — |
| Q3 25 | — | — | ||
| Q3 23 | -3.8% | — | ||
| Q2 23 | — | — | ||
| Q1 23 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
