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Side-by-side financial comparison of HARLEY-DAVIDSON, INC. (HOG) and ONE Group Hospitality, Inc. (STKS). Click either name above to swap in a different company.
HARLEY-DAVIDSON, INC. is the larger business by last-quarter revenue ($390.5M vs $207.0M, roughly 1.9× ONE Group Hospitality, Inc.). ONE Group Hospitality, Inc. runs the higher net margin — -3.1% vs -72.3%, a 69.3% gap on every dollar of revenue. On growth, ONE Group Hospitality, Inc. posted the faster year-over-year revenue change (-6.7% vs -9.4%). HARLEY-DAVIDSON, INC. produced more free cash flow last quarter ($100.4M vs $-329.0K). Over the past eight quarters, ONE Group Hospitality, Inc.'s revenue compounded faster (56.1% CAGR vs -48.6%).
Harley-Davidson, Inc. is an American motorcycle manufacturer and lifestyle brand headquartered in Milwaukee, Wisconsin. Founded in 1903, it is one of two major American motorcycle manufacturers to survive the Great Depression along with its historical rival, Indian Motorcycle Company. The company has survived numerous ownership arrangements, subsidiary arrangements, periods of poor economic health and product quality, and intense global competition to become an iconic brand widely known for i...
Target Hospitality is a company that provides workforce lodging and other temporary, modular housing used for oil, gas and mining operations; large-scale events; and disaster relief. Target Hospitality is based in The Woodlands, Texas, and also has offices in Williston, North Dakota; Denver, Colorado; Calgary, Alberta.
HOG vs STKS — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $390.5M | $207.0M |
| Net Profit | $-282.6M | $-6.4M |
| Gross Margin | -7.9% | — |
| Operating Margin | -92.4% | 2.2% |
| Net Margin | -72.3% | -3.1% |
| Revenue YoY | -9.4% | -6.7% |
| Net Profit YoY | -138.6% | -531.8% |
| EPS (diluted) | $-2.27 | $-0.50 |
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 | $390.5M | $207.0M | ||
| Q3 25 | $1.1B | $180.2M | ||
| Q2 25 | $1.0B | $207.4M | ||
| Q1 25 | $1.1B | $211.1M | ||
| Q4 24 | $430.9M | $221.9M | ||
| Q3 24 | $881.2M | $194.0M | ||
| Q2 24 | $1.4B | $172.5M | ||
| Q1 24 | $1.5B | $85.0M |
| Q4 25 | $-282.6M | $-6.4M | ||
| Q3 25 | $377.4M | $-76.7M | ||
| Q2 25 | $107.6M | $-10.1M | ||
| Q1 25 | $133.1M | $975.0K | ||
| Q4 24 | $-118.4M | $1.5M | ||
| Q3 24 | $119.0M | $-9.3M | ||
| Q2 24 | $218.3M | $-7.3M | ||
| Q1 24 | $234.9M | $-2.1M |
| Q4 25 | -7.9% | — | ||
| Q3 25 | 26.0% | — | ||
| Q2 25 | 28.5% | — | ||
| Q1 25 | 28.9% | — | ||
| Q4 24 | -2.0% | — | ||
| Q3 24 | 29.8% | — | ||
| Q2 24 | 31.8% | — | ||
| Q1 24 | 30.9% | — |
| Q4 25 | -92.4% | 2.2% | ||
| Q3 25 | 44.0% | -4.4% | ||
| Q2 25 | 10.7% | 0.3% | ||
| Q1 25 | 14.8% | 5.1% | ||
| Q4 24 | -44.9% | 5.5% | ||
| Q3 24 | 12.0% | -1.9% | ||
| Q2 24 | 17.8% | 0.6% | ||
| Q1 24 | 17.8% | -0.7% |
| Q4 25 | -72.3% | -3.1% | ||
| Q3 25 | 35.0% | -42.6% | ||
| Q2 25 | 10.2% | -4.9% | ||
| Q1 25 | 12.3% | 0.5% | ||
| Q4 24 | -27.5% | 0.7% | ||
| Q3 24 | 13.5% | -4.8% | ||
| Q2 24 | 16.1% | -4.3% | ||
| Q1 24 | 15.9% | -2.4% |
| Q4 25 | $-2.27 | $-0.50 | ||
| Q3 25 | $3.10 | $-2.75 | ||
| Q2 25 | $0.88 | $-0.59 | ||
| Q1 25 | $1.07 | $-0.21 | ||
| Q4 24 | $-0.82 | $-0.18 | ||
| Q3 24 | $0.91 | $-0.53 | ||
| Q2 24 | $1.63 | $-0.38 | ||
| Q1 24 | $1.72 | $-0.07 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $3.1B | $4.2M |
| Total DebtLower is stronger | $2.5B | $354.2M |
| Stockholders' EquityBook value | $3.1B | $-75.8M |
| Total Assets | $8.0B | $884.2M |
| Debt / EquityLower = less leverage | 0.79× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $3.1B | $4.2M | ||
| Q3 25 | $1.8B | $5.5M | ||
| Q2 25 | $1.6B | $4.7M | ||
| Q1 25 | $1.9B | $21.4M | ||
| Q4 24 | $1.6B | $27.6M | ||
| Q3 24 | $2.2B | $28.2M | ||
| Q2 24 | $1.8B | $32.2M | ||
| Q1 24 | $1.5B | $15.4M |
| Q4 25 | $2.5B | $354.2M | ||
| Q3 25 | $4.5B | $355.0M | ||
| Q2 25 | $6.4B | $347.4M | ||
| Q1 25 | $6.8B | $348.3M | ||
| Q4 24 | $6.3B | $348.3M | ||
| Q3 24 | $7.3B | $349.1M | ||
| Q2 24 | $7.0B | $350.0M | ||
| Q1 24 | $6.3B | $73.5M |
| Q4 25 | $3.1B | $-75.8M | ||
| Q3 25 | $3.6B | $-61.5M | ||
| Q2 25 | $3.3B | $23.0M | ||
| Q1 25 | $3.2B | $40.5M | ||
| Q4 24 | $3.2B | $45.9M | ||
| Q3 24 | $3.4B | $51.4M | ||
| Q2 24 | $3.4B | $68.1M | ||
| Q1 24 | $3.3B | $68.3M |
| Q4 25 | $8.0B | $884.2M | ||
| Q3 25 | $10.6B | $879.5M | ||
| Q2 25 | $12.1B | $935.7M | ||
| Q1 25 | $12.4B | $956.0M | ||
| Q4 24 | $11.9B | $960.1M | ||
| Q3 24 | $13.0B | $953.5M | ||
| Q2 24 | $12.8B | $945.9M | ||
| Q1 24 | $12.3B | $309.3M |
| Q4 25 | 0.79× | — | ||
| Q3 25 | 1.25× | — | ||
| Q2 25 | 1.91× | 15.07× | ||
| Q1 25 | 2.14× | 8.61× | ||
| Q4 24 | 2.00× | 7.59× | ||
| Q3 24 | 2.13× | 6.79× | ||
| Q2 24 | 2.03× | 5.14× | ||
| Q1 24 | 1.88× | 1.08× |
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 | $152.0M | $13.1M |
| Free Cash FlowOCF − Capex | $100.4M | $-329.0K |
| FCF MarginFCF / Revenue | 25.7% | -0.2% |
| Capex IntensityCapex / Revenue | 13.2% | 6.5% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $415.2M | $-27.3M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $152.0M | $13.1M | ||
| Q3 25 | $-92.6M | $5.9M | ||
| Q2 25 | $368.0M | $2.8M | ||
| Q1 25 | $141.5M | $8.5M | ||
| Q4 24 | $133.2M | $18.5M | ||
| Q3 24 | $353.0M | $19.1M | ||
| Q2 24 | $473.6M | $-3.8M | ||
| Q1 24 | $104.0M | $10.4M |
| Q4 25 | $100.4M | $-329.0K | ||
| Q3 25 | $-129.1M | $-6.1M | ||
| Q2 25 | $332.4M | $-15.0M | ||
| Q1 25 | $111.6M | $-5.8M | ||
| Q4 24 | $77.0M | $733.0K | ||
| Q3 24 | $300.4M | $287.0K | ||
| Q2 24 | $432.2M | $-23.0M | ||
| Q1 24 | $57.6M | $-5.4M |
| Q4 25 | 25.7% | -0.2% | ||
| Q3 25 | -12.0% | -3.4% | ||
| Q2 25 | 31.7% | -7.2% | ||
| Q1 25 | 10.3% | -2.7% | ||
| Q4 24 | 17.9% | 0.3% | ||
| Q3 24 | 34.1% | 0.1% | ||
| Q2 24 | 31.9% | -13.3% | ||
| Q1 24 | 3.9% | -6.4% |
| Q4 25 | 13.2% | 6.5% | ||
| Q3 25 | 3.4% | 6.7% | ||
| Q2 25 | 3.4% | 8.6% | ||
| Q1 25 | 2.8% | 6.8% | ||
| Q4 24 | 13.0% | 8.0% | ||
| Q3 24 | 6.0% | 9.7% | ||
| Q2 24 | 3.1% | 11.1% | ||
| Q1 24 | 3.1% | 18.6% |
| Q4 25 | — | — | ||
| Q3 25 | -0.25× | — | ||
| Q2 25 | 3.42× | — | ||
| Q1 25 | 1.06× | 8.76× | ||
| Q4 24 | — | 12.54× | ||
| Q3 24 | 2.97× | — | ||
| Q2 24 | 2.17× | — | ||
| Q1 24 | 0.44× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
HOG
| Motorcycles | $193.9M | 50% |
| Other | $63.8M | 16% |
| Other Income Financial Services | $59.8M | 15% |
| Apparel | $47.2M | 12% |
| Livewire Segment | $11.4M | 3% |
STKS
| Benihanas | $111.3M | 54% |
| Steakhouse Restaurant | $59.2M | 29% |
| Grill Concepts | $32.3M | 16% |
| Other | $4.2M | 2% |
