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Side-by-side financial comparison of Interpublic Group of Companies (The) (IPG) and Norwegian Cruise Line Holdings (NCLH). Click either name above to swap in a different company.
Norwegian Cruise Line Holdings is the larger business by last-quarter revenue ($2.2B vs $2.1B, roughly 1.1× Interpublic Group of Companies (The)). Interpublic Group of Companies (The) runs the higher net margin — 5.8% vs 0.6%, a 5.2% gap on every dollar of revenue. On growth, Norwegian Cruise Line Holdings posted the faster year-over-year revenue change (6.4% vs -4.8%). Interpublic Group of Companies (The) produced more free cash flow last quarter ($153.6M vs $21.5M). Over the past eight quarters, Norwegian Cruise Line Holdings's revenue compounded faster (1.2% CAGR vs -9.1%).
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...
Norwegian Cruise Line (NCL) is an American cruise line founded in Norway in 1966, headquartered in Miami-Dade County, Florida, and incorporated in the Bahamas. It is the fourth-largest cruise line in the world by passengers, controlling about 8.6% of the total worldwide share of the cruise market by passengers as of 2021. It is wholly owned by parent company Norwegian Cruise Line Holdings.
IPG vs NCLH — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $2.1B | $2.2B |
| Net Profit | $124.2M | $14.3M |
| Gross Margin | — | 41.0% |
| Operating Margin | 10.3% | 8.3% |
| Net Margin | 5.8% | 0.6% |
| Revenue YoY | -4.8% | 6.4% |
| Net Profit YoY | 517.9% | -94.4% |
| EPS (diluted) | $0.34 | $0.08 |
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 | — | $2.2B | ||
| Q3 25 | $2.1B | $2.9B | ||
| Q2 25 | $2.2B | $2.5B | ||
| Q1 25 | $2.0B | $2.1B | ||
| Q4 24 | $2.4B | $2.1B | ||
| Q3 24 | $2.2B | $2.8B | ||
| Q2 24 | $2.3B | $2.4B | ||
| Q1 24 | $2.2B | $2.2B |
| Q4 25 | — | $14.3M | ||
| Q3 25 | $124.2M | $419.3M | ||
| Q2 25 | $162.5M | $30.0M | ||
| Q1 25 | $-85.4M | $-40.3M | ||
| Q4 24 | $344.5M | $254.5M | ||
| Q3 24 | $20.1M | $474.9M | ||
| Q2 24 | $214.5M | $163.4M | ||
| Q1 24 | $110.4M | $17.4M |
| Q4 25 | — | 41.0% | ||
| Q3 25 | — | 47.1% | ||
| Q2 25 | — | 42.1% | ||
| Q1 25 | -3.2% | 38.7% | ||
| Q4 24 | 10.1% | 38.0% | ||
| Q3 24 | 2.9% | 45.2% | ||
| Q2 24 | 1.2% | 38.7% | ||
| Q1 24 | -1.1% | 36.7% |
| Q4 25 | — | 8.3% | ||
| Q3 25 | 10.3% | 25.5% | ||
| Q2 25 | 11.2% | 16.8% | ||
| Q1 25 | -2.1% | 9.4% | ||
| Q4 24 | 23.3% | 10.2% | ||
| Q3 24 | 5.9% | 24.6% | ||
| Q2 24 | 13.7% | 14.4% | ||
| Q1 24 | 8.4% | 10.0% |
| Q4 25 | — | 0.6% | ||
| Q3 25 | 5.8% | 14.3% | ||
| Q2 25 | 7.5% | 1.2% | ||
| Q1 25 | -4.3% | -1.9% | ||
| Q4 24 | 14.1% | 12.1% | ||
| Q3 24 | 0.9% | 16.9% | ||
| Q2 24 | 9.2% | 6.9% | ||
| Q1 24 | 5.1% | 0.8% |
| Q4 25 | — | $0.08 | ||
| Q3 25 | $0.34 | $0.86 | ||
| Q2 25 | $0.44 | $0.07 | ||
| Q1 25 | $-0.23 | $-0.09 | ||
| Q4 24 | $0.92 | $0.55 | ||
| Q3 24 | $0.05 | $0.95 | ||
| Q2 24 | $0.57 | $0.35 | ||
| Q1 24 | $0.29 | $0.04 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.5B | $209.9M |
| Total DebtLower is stronger | — | $13.7B |
| Stockholders' EquityBook value | $3.7B | $2.2B |
| Total Assets | $17.0B | $22.5B |
| Debt / EquityLower = less leverage | — | 6.21× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $209.9M | ||
| Q3 25 | $1.5B | $166.8M | ||
| Q2 25 | $1.6B | $184.0M | ||
| Q1 25 | $1.9B | $184.4M | ||
| Q4 24 | $2.2B | $190.8M | ||
| Q3 24 | $1.5B | $332.5M | ||
| Q2 24 | $1.5B | $594.1M | ||
| Q1 24 | $1.9B | $559.8M |
| Q4 25 | — | $13.7B | ||
| Q3 25 | — | $13.6B | ||
| Q2 25 | — | $12.6B | ||
| Q1 25 | — | $12.9B | ||
| Q4 24 | — | $11.8B | ||
| Q3 24 | — | $11.8B | ||
| Q2 24 | — | $11.9B | ||
| Q1 24 | — | $12.0B |
| Q4 25 | — | $2.2B | ||
| Q3 25 | $3.7B | $2.2B | ||
| Q2 25 | $3.7B | $1.6B | ||
| Q1 25 | $3.6B | $1.4B | ||
| Q4 24 | $3.8B | $1.4B | ||
| Q3 24 | $3.7B | $1.1B | ||
| Q2 24 | $3.8B | $693.1M | ||
| Q1 24 | $3.8B | $362.1M |
| Q4 25 | — | $22.5B | ||
| Q3 25 | $17.0B | $22.2B | ||
| Q2 25 | $17.0B | $21.6B | ||
| Q1 25 | $17.1B | $21.4B | ||
| Q4 24 | $18.3B | $20.0B | ||
| Q3 24 | $17.1B | $19.8B | ||
| Q2 24 | $17.0B | $20.1B | ||
| Q1 24 | $17.3B | $19.8B |
| Q4 25 | — | 6.21× | ||
| Q3 25 | — | 6.22× | ||
| Q2 25 | — | 8.05× | ||
| Q1 25 | — | 9.09× | ||
| Q4 24 | — | 8.26× | ||
| Q3 24 | — | 10.35× | ||
| Q2 24 | — | 17.19× | ||
| Q1 24 | — | 33.16× |
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 | $180.1M | $459.1M |
| Free Cash FlowOCF − Capex | $153.6M | $21.5M |
| FCF MarginFCF / Revenue | 7.2% | 1.0% |
| Capex IntensityCapex / Revenue | 1.2% | 19.5% |
| Cash ConversionOCF / Net Profit | 1.45× | 32.21× |
| TTM Free Cash FlowTrailing 4 quarters | $806.8M | $-1.2B |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $459.1M | ||
| Q3 25 | $180.1M | $236.6M | ||
| Q2 25 | $-96.0M | $714.9M | ||
| Q1 25 | $-37.0M | $679.2M | ||
| Q4 24 | $868.1M | $399.3M | ||
| Q3 24 | $223.8M | $172.5M | ||
| Q2 24 | $120.7M | $670.9M | ||
| Q1 24 | $-157.4M | $807.2M |
| Q4 25 | — | $21.5M | ||
| Q3 25 | $153.6M | $-726.5M | ||
| Q2 25 | $-121.8M | $381.2M | ||
| Q1 25 | $-58.5M | $-846.0M | ||
| Q4 24 | $833.5M | $155.8M | ||
| Q3 24 | $186.5M | $-195.5M | ||
| Q2 24 | $85.9M | $330.2M | ||
| Q1 24 | $-192.5M | $548.3M |
| Q4 25 | — | 1.0% | ||
| Q3 25 | 7.2% | -24.7% | ||
| Q2 25 | -5.6% | 15.1% | ||
| Q1 25 | -2.9% | -39.8% | ||
| Q4 24 | 34.2% | 7.4% | ||
| Q3 24 | 8.3% | -7.0% | ||
| Q2 24 | 3.7% | 13.9% | ||
| Q1 24 | -8.8% | 25.0% |
| Q4 25 | — | 19.5% | ||
| Q3 25 | 1.2% | 32.8% | ||
| Q2 25 | 1.2% | 13.3% | ||
| Q1 25 | 1.1% | 71.7% | ||
| Q4 24 | 1.4% | 11.5% | ||
| Q3 24 | 1.7% | 13.1% | ||
| Q2 24 | 1.5% | 14.4% | ||
| Q1 24 | 1.6% | 11.8% |
| Q4 25 | — | 32.21× | ||
| Q3 25 | 1.45× | 0.56× | ||
| Q2 25 | -0.59× | 23.83× | ||
| Q1 25 | — | — | ||
| Q4 24 | 2.52× | 1.57× | ||
| Q3 24 | 11.13× | 0.36× | ||
| Q2 24 | 0.56× | 4.10× | ||
| Q1 24 | -1.43× | 46.51× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
IPG
| MDE | $619.0M | 29% |
| IAC | $574.9M | 27% |
| Other | $527.9M | 25% |
| SCE | $413.8M | 19% |
NCLH
| Passenger | $1.5B | 67% |
| Onboard And Other | $734.4M | 33% |
