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Side-by-side financial comparison of Hyatt Hotels Corp (H) and Interpublic Group of Companies (The) (IPG). 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 $1.8B, roughly 1.2× Hyatt Hotels Corp). Interpublic Group of Companies (The) runs the higher net margin — 5.8% vs -1.1%, a 6.9% gap on every dollar of revenue. On growth, Hyatt Hotels Corp posted the faster year-over-year revenue change (11.7% vs -4.8%). Hyatt Hotels Corp produced more free cash flow last quarter ($236.0M vs $153.6M). Over the past eight quarters, Hyatt Hotels Corp's revenue compounded faster (2.2% CAGR vs -9.1%).
Hyatt Hotels Corporation, commonly known as Hyatt Hotels & Resorts, is an American multinational hospitality company headquartered in the Riverside Plaza area of Chicago that manages and franchises luxury and business hotels, resorts, and vacation properties. Hyatt Hotels & Resorts is one of the businesses managed by the Pritzker family. Hyatt has more than 1350 hotels and all-inclusive properties in 69 countries, across North America, South America, Europe, Asia, Africa and Australia.
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...
H vs IPG — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.8B | $2.1B |
| Net Profit | $-20.0M | $124.2M |
| Gross Margin | — | — |
| Operating Margin | 0.4% | 10.3% |
| Net Margin | -1.1% | 5.8% |
| Revenue YoY | 11.7% | -4.8% |
| Net Profit YoY | 64.3% | 517.9% |
| EPS (diluted) | $-0.20 | $0.34 |
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 | $1.8B | — | ||
| Q3 25 | $1.8B | $2.1B | ||
| Q2 25 | $1.8B | $2.2B | ||
| Q1 25 | $1.7B | $2.0B | ||
| Q4 24 | $1.6B | $2.4B | ||
| Q3 24 | $1.6B | $2.2B | ||
| Q2 24 | $1.7B | $2.3B | ||
| Q1 24 | $1.7B | $2.2B |
| Q4 25 | $-20.0M | — | ||
| Q3 25 | $-49.0M | $124.2M | ||
| Q2 25 | $-3.0M | $162.5M | ||
| Q1 25 | $20.0M | $-85.4M | ||
| Q4 24 | $-56.0M | $344.5M | ||
| Q3 24 | $471.0M | $20.1M | ||
| Q2 24 | $359.0M | $214.5M | ||
| Q1 24 | $522.0M | $110.4M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | -3.2% | ||
| Q4 24 | — | 10.1% | ||
| Q3 24 | — | 2.9% | ||
| Q2 24 | — | 1.2% | ||
| Q1 24 | — | -1.1% |
| Q4 25 | 0.4% | — | ||
| Q3 25 | -1.0% | 10.3% | ||
| Q2 25 | 2.1% | 11.2% | ||
| Q1 25 | 3.0% | -2.1% | ||
| Q4 24 | -3.0% | 23.3% | ||
| Q3 24 | 37.3% | 5.9% | ||
| Q2 24 | 27.1% | 13.7% | ||
| Q1 24 | 31.6% | 8.4% |
| Q4 25 | -1.1% | — | ||
| Q3 25 | -2.7% | 5.8% | ||
| Q2 25 | -0.2% | 7.5% | ||
| Q1 25 | 1.2% | -4.3% | ||
| Q4 24 | -3.5% | 14.1% | ||
| Q3 24 | 28.9% | 0.9% | ||
| Q2 24 | 21.1% | 9.2% | ||
| Q1 24 | 30.5% | 5.1% |
| Q4 25 | $-0.20 | — | ||
| Q3 25 | $-0.51 | $0.34 | ||
| Q2 25 | $-0.03 | $0.44 | ||
| Q1 25 | $0.19 | $-0.23 | ||
| Q4 24 | $-0.37 | $0.92 | ||
| Q3 24 | $4.63 | $0.05 | ||
| Q2 24 | $3.46 | $0.57 | ||
| Q1 24 | $4.93 | $0.29 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $813.0M | $1.5B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $3.3B | $3.7B |
| Total Assets | $14.0B | $17.0B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $813.0M | — | ||
| Q3 25 | $749.0M | $1.5B | ||
| Q2 25 | $912.0M | $1.6B | ||
| Q1 25 | $1.8B | $1.9B | ||
| Q4 24 | $1.4B | $2.2B | ||
| Q3 24 | $1.1B | $1.5B | ||
| Q2 24 | $2.0B | $1.5B | ||
| Q1 24 | $794.0M | $1.9B |
| Q4 25 | — | — | ||
| Q3 25 | $6.0B | — | ||
| Q2 25 | $6.0B | — | ||
| Q1 25 | $4.3B | — | ||
| Q4 24 | $3.8B | — | ||
| Q3 24 | $3.1B | — | ||
| Q2 24 | $3.9B | — | ||
| Q1 24 | $3.1B | — |
| Q4 25 | $3.3B | — | ||
| Q3 25 | $3.5B | $3.7B | ||
| Q2 25 | $3.6B | $3.7B | ||
| Q1 25 | $3.5B | $3.6B | ||
| Q4 24 | $3.5B | $3.8B | ||
| Q3 24 | $3.7B | $3.7B | ||
| Q2 24 | $3.9B | $3.8B | ||
| Q1 24 | $3.7B | $3.8B |
| Q4 25 | $14.0B | — | ||
| Q3 25 | $15.7B | $17.0B | ||
| Q2 25 | $15.9B | $17.0B | ||
| Q1 25 | $14.0B | $17.1B | ||
| Q4 24 | $13.3B | $18.3B | ||
| Q3 24 | $11.9B | $17.1B | ||
| Q2 24 | $12.8B | $17.0B | ||
| Q1 24 | $11.7B | $17.3B |
| Q4 25 | — | — | ||
| Q3 25 | 1.73× | — | ||
| Q2 25 | 1.69× | — | ||
| Q1 25 | 1.25× | — | ||
| Q4 24 | 1.07× | — | ||
| Q3 24 | 0.85× | — | ||
| Q2 24 | 1.01× | — | ||
| Q1 24 | 0.84× | — |
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 | $313.0M | $180.1M |
| Free Cash FlowOCF − Capex | $236.0M | $153.6M |
| FCF MarginFCF / Revenue | 13.2% | 7.2% |
| Capex IntensityCapex / Revenue | 4.3% | 1.2% |
| Cash ConversionOCF / Net Profit | — | 1.45× |
| TTM Free Cash FlowTrailing 4 quarters | $159.0M | $806.8M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $313.0M | — | ||
| Q3 25 | $-20.0M | $180.1M | ||
| Q2 25 | $-67.0M | $-96.0M | ||
| Q1 25 | $153.0M | $-37.0M | ||
| Q4 24 | $235.0M | $868.1M | ||
| Q3 24 | $-21.0M | $223.8M | ||
| Q2 24 | $177.0M | $120.7M | ||
| Q1 24 | $242.0M | $-157.4M |
| Q4 25 | $236.0M | — | ||
| Q3 25 | $-89.0M | $153.6M | ||
| Q2 25 | $-111.0M | $-121.8M | ||
| Q1 25 | $123.0M | $-58.5M | ||
| Q4 24 | $184.0M | $833.5M | ||
| Q3 24 | $-64.0M | $186.5M | ||
| Q2 24 | $135.0M | $85.9M | ||
| Q1 24 | $208.0M | $-192.5M |
| Q4 25 | 13.2% | — | ||
| Q3 25 | -5.0% | 7.2% | ||
| Q2 25 | -6.1% | -5.6% | ||
| Q1 25 | 7.2% | -2.9% | ||
| Q4 24 | 11.5% | 34.2% | ||
| Q3 24 | -3.9% | 8.3% | ||
| Q2 24 | 7.9% | 3.7% | ||
| Q1 24 | 12.1% | -8.8% |
| Q4 25 | 4.3% | — | ||
| Q3 25 | 3.9% | 1.2% | ||
| Q2 25 | 2.4% | 1.2% | ||
| Q1 25 | 1.7% | 1.1% | ||
| Q4 24 | 3.2% | 1.4% | ||
| Q3 24 | 2.6% | 1.7% | ||
| Q2 24 | 2.5% | 1.5% | ||
| Q1 24 | 2.0% | 1.6% |
| Q4 25 | — | — | ||
| Q3 25 | — | 1.45× | ||
| Q2 25 | — | -0.59× | ||
| Q1 25 | 7.65× | — | ||
| Q4 24 | — | 2.52× | ||
| Q3 24 | -0.04× | 11.13× | ||
| Q2 24 | 0.49× | 0.56× | ||
| Q1 24 | 0.46× | -1.43× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
H
| Other | $627.0M | 35% |
| Rooms Revenue | $326.0M | 18% |
| Net Fees | $290.0M | 16% |
| Distribution Segment | $177.0M | 10% |
| Franchise And Other Fees | $114.0M | 6% |
| Base Management Fees | $112.0M | 6% |
| Incentive Management Fees | $81.0M | 5% |
| Other Owned And Leased Hotel Revenue | $41.0M | 2% |
| Contra Revenue | $17.0M | 1% |
| Other Revenues | $4.0M | 0% |
IPG
| MDE | $619.0M | 29% |
| IAC | $574.9M | 27% |
| Other | $527.9M | 25% |
| SCE | $413.8M | 19% |
