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Side-by-side financial comparison of Genuine Parts Company (GPC) and Viking Holdings Ltd (VIK). Click either name above to swap in a different company.
Genuine Parts Company is the larger business by last-quarter revenue ($6.3B vs $4.0B, roughly 1.6× Viking Holdings Ltd). Viking Holdings Ltd runs the higher net margin — 12.9% vs 3.0%, a 9.9% gap on every dollar of revenue.
Genuine Parts Company (GPC) is an American automotive and industrial parts distributor based in Atlanta, Georgia. Established by brothers Carlyle and Malcolm Fraser in 1928, the company has approximately 60,000 employees. In addition to the United States, GPC has operated in Australasia, Belgium, Canada, France, Germany, Mexico, the Netherlands, Poland, and the United Kingdom.
Norwegian Cruise Line Holdings (NCLH) is a holding company that is based in the United States and domiciled in Bermuda. It operates three cruise lines as wholly owned subsidiaries: Norwegian Cruise Line, Oceania Cruises, and Regent Seven Seas Cruises. With its subsidiaries combined, it is the third-largest cruise operator in the world. It is a publicly traded company listed on the New York Stock Exchange.
GPC vs VIK — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $6.3B | $4.0B |
| Net Profit | $188.5M | $514.0M |
| Gross Margin | 37.3% | 73.4% |
| Operating Margin | — | 15.2% |
| Net Margin | 3.0% | 12.9% |
| Revenue YoY | 6.8% | — |
| Net Profit YoY | -3.0% | 35.4% |
| EPS (diluted) | $1.37 | $1.15 |
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.
| Q1 26 | $6.3B | — | ||
| Q4 25 | $6.0B | — | ||
| Q3 25 | $6.3B | $4.0B | ||
| Q2 25 | $6.2B | $2.3B | ||
| Q1 25 | $5.9B | $718.2M | ||
| Q4 24 | $5.8B | — | ||
| Q3 24 | $6.0B | $3.6B | ||
| Q2 24 | $6.0B | $2.1B |
| Q1 26 | $188.5M | — | ||
| Q4 25 | $-609.5M | — | ||
| Q3 25 | $226.2M | $514.0M | ||
| Q2 25 | $254.9M | $439.2M | ||
| Q1 25 | $194.4M | $-105.5M | ||
| Q4 24 | $133.1M | — | ||
| Q3 24 | $226.6M | $379.7M | ||
| Q2 24 | $295.5M | $159.8M |
| Q1 26 | 37.3% | — | ||
| Q4 25 | 35.0% | — | ||
| Q3 25 | 37.4% | 73.4% | ||
| Q2 25 | 37.7% | 55.7% | ||
| Q1 25 | 37.1% | 17.3% | ||
| Q4 24 | 35.9% | — | ||
| Q3 24 | 36.8% | 74.7% | ||
| Q2 24 | 36.6% | 57.8% |
| Q1 26 | — | — | ||
| Q4 25 | -13.8% | — | ||
| Q3 25 | 4.7% | 15.2% | ||
| Q2 25 | 5.5% | 23.7% | ||
| Q1 25 | 4.3% | -1.3% | ||
| Q4 24 | 2.9% | — | ||
| Q3 24 | 5.0% | 13.6% | ||
| Q2 24 | 6.5% | 20.5% |
| Q1 26 | 3.0% | — | ||
| Q4 25 | -10.1% | — | ||
| Q3 25 | 3.6% | 12.9% | ||
| Q2 25 | 4.1% | 19.1% | ||
| Q1 25 | 3.3% | -14.7% | ||
| Q4 24 | 2.3% | — | ||
| Q3 24 | 3.8% | 10.6% | ||
| Q2 24 | 5.0% | 7.7% |
| Q1 26 | $1.37 | — | ||
| Q4 25 | $-4.38 | — | ||
| Q3 25 | $1.62 | $1.15 | ||
| Q2 25 | $1.83 | $0.99 | ||
| Q1 25 | $1.40 | $-0.24 | ||
| Q4 24 | $0.96 | — | ||
| Q3 24 | $1.62 | $0.87 | ||
| Q2 24 | $2.11 | $0.38 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $500.0M | $3.0B |
| Total DebtLower is stronger | $4.6B | — |
| Stockholders' EquityBook value | $4.5B | $803.5M |
| Total Assets | $21.0B | $11.5B |
| Debt / EquityLower = less leverage | 1.03× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $500.0M | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $3.0B | ||
| Q2 25 | — | $2.6B | ||
| Q1 25 | — | $2.8B | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $2.4B | ||
| Q2 24 | — | $1.8B |
| Q1 26 | $4.6B | — | ||
| Q4 25 | $4.8B | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $4.3B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $4.5B | — | ||
| Q4 25 | $4.4B | — | ||
| Q3 25 | $4.8B | $803.5M | ||
| Q2 25 | $4.7B | $278.3M | ||
| Q1 25 | $4.4B | $-267.5M | ||
| Q4 24 | $4.3B | — | ||
| Q3 24 | $4.7B | $-688.9M | ||
| Q2 24 | $4.5B | $-1.1B |
| Q1 26 | $21.0B | — | ||
| Q4 25 | $20.8B | — | ||
| Q3 25 | $20.7B | $11.5B | ||
| Q2 25 | $20.4B | $11.1B | ||
| Q1 25 | $19.8B | $10.7B | ||
| Q4 24 | $19.3B | — | ||
| Q3 24 | $20.3B | — | ||
| Q2 24 | $18.9B | — |
| Q1 26 | 1.03× | — | ||
| Q4 25 | 1.08× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.99× | — | ||
| Q3 24 | — | — | ||
| Q2 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 | — | $663.9M |
| Free Cash FlowOCF − Capex | $-33.6M | — |
| FCF MarginFCF / Revenue | -0.5% | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 1.29× |
| TTM Free Cash FlowTrailing 4 quarters | $548.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $380.1M | — | ||
| Q3 25 | $341.6M | $663.9M | ||
| Q2 25 | $209.9M | $470.7M | ||
| Q1 25 | $-40.8M | $587.9M | ||
| Q4 24 | $155.0M | — | ||
| Q3 24 | $484.3M | $828.7M | ||
| Q2 24 | $293.6M | $419.8M |
| Q1 26 | $-33.6M | — | ||
| Q4 25 | $260.7M | — | ||
| Q3 25 | $240.0M | — | ||
| Q2 25 | $81.0M | — | ||
| Q1 25 | $-160.7M | — | ||
| Q4 24 | $-26.7M | — | ||
| Q3 24 | $358.0M | — | ||
| Q2 24 | $150.1M | — |
| Q1 26 | -0.5% | — | ||
| Q4 25 | 4.3% | — | ||
| Q3 25 | 3.8% | — | ||
| Q2 25 | 1.3% | — | ||
| Q1 25 | -2.7% | — | ||
| Q4 24 | -0.5% | — | ||
| Q3 24 | 6.0% | — | ||
| Q2 24 | 2.5% | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.0% | — | ||
| Q3 25 | 1.6% | — | ||
| Q2 25 | 2.1% | — | ||
| Q1 25 | 2.0% | — | ||
| Q4 24 | 3.1% | — | ||
| Q3 24 | 2.1% | — | ||
| Q2 24 | 2.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 1.51× | 1.29× | ||
| Q2 25 | 0.82× | 1.07× | ||
| Q1 25 | -0.21× | — | ||
| Q4 24 | 1.17× | — | ||
| Q3 24 | 2.14× | 2.18× | ||
| Q2 24 | 0.99× | 2.63× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
