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Side-by-side financial comparison of Interpublic Group of Companies (The) (IPG) and SERVICE CORP INTERNATIONAL (SCI). 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 $1.1B, roughly 1.9× SERVICE CORP INTERNATIONAL). SERVICE CORP INTERNATIONAL runs the higher net margin — 14.3% vs 5.8%, a 8.5% gap on every dollar of revenue. On growth, SERVICE CORP INTERNATIONAL posted the faster year-over-year revenue change (1.7% vs -4.8%). Interpublic Group of Companies (The) produced more free cash flow last quarter ($153.6M vs $87.2M). Over the past eight quarters, SERVICE CORP INTERNATIONAL's revenue compounded faster (3.1% 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...
International Distribution Services Limited is a British company providing postal and courier services. IDS was created in 2013 by the UK government as a new holding company of Royal Mail, and a majority of its shares were then sold on the London Stock Exchange, with the government initially retaining a 30 per cent at the time. As of April 2025, IDS is owned and operated by Czech-based EP Group, owned by Daniel Křetínský.
IPG vs SCI — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $2.1B | $1.1B |
| Net Profit | $124.2M | $159.4M |
| Gross Margin | — | 28.0% |
| Operating Margin | 10.3% | 24.8% |
| Net Margin | 5.8% | 14.3% |
| Revenue YoY | -4.8% | 1.7% |
| Net Profit YoY | 517.9% | 5.3% |
| EPS (diluted) | $0.34 | $1.13 |
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 | — | $1.1B | ||
| Q3 25 | $2.1B | $1.1B | ||
| Q2 25 | $2.2B | $1.1B | ||
| Q1 25 | $2.0B | $1.1B | ||
| Q4 24 | $2.4B | $1.1B | ||
| Q3 24 | $2.2B | $1.0B | ||
| Q2 24 | $2.3B | $1.0B | ||
| Q1 24 | $2.2B | $1.0B |
| Q4 25 | — | $159.4M | ||
| Q3 25 | $124.2M | $117.5M | ||
| Q2 25 | $162.5M | $122.9M | ||
| Q1 25 | $-85.4M | $142.9M | ||
| Q4 24 | $344.5M | $151.4M | ||
| Q3 24 | $20.1M | $117.8M | ||
| Q2 24 | $214.5M | $118.2M | ||
| Q1 24 | $110.4M | $131.3M |
| Q4 25 | — | 28.0% | ||
| Q3 25 | — | 25.1% | ||
| Q2 25 | — | 25.5% | ||
| Q1 25 | -3.2% | 27.1% | ||
| Q4 24 | 10.1% | 28.0% | ||
| Q3 24 | 2.9% | 24.9% | ||
| Q2 24 | 1.2% | 24.9% | ||
| Q1 24 | -1.1% | 26.2% |
| Q4 25 | — | 24.8% | ||
| Q3 25 | 10.3% | 21.4% | ||
| Q2 25 | 11.2% | 21.1% | ||
| Q1 25 | -2.1% | 23.4% | ||
| Q4 24 | 23.3% | 24.0% | ||
| Q3 24 | 5.9% | 20.9% | ||
| Q2 24 | 13.7% | 21.4% | ||
| Q1 24 | 8.4% | 22.2% |
| Q4 25 | — | 14.3% | ||
| Q3 25 | 5.8% | 11.1% | ||
| Q2 25 | 7.5% | 11.5% | ||
| Q1 25 | -4.3% | 13.3% | ||
| Q4 24 | 14.1% | 13.8% | ||
| Q3 24 | 0.9% | 11.6% | ||
| Q2 24 | 9.2% | 11.4% | ||
| Q1 24 | 5.1% | 12.6% |
| Q4 25 | — | $1.13 | ||
| Q3 25 | $0.34 | $0.83 | ||
| Q2 25 | $0.44 | $0.86 | ||
| Q1 25 | $-0.23 | $0.98 | ||
| Q4 24 | $0.92 | $1.02 | ||
| Q3 24 | $0.05 | $0.81 | ||
| Q2 24 | $0.57 | $0.81 | ||
| Q1 24 | $0.29 | $0.89 |
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 | $243.6M |
| Total DebtLower is stronger | — | $5.1B |
| Stockholders' EquityBook value | $3.7B | $1.6B |
| Total Assets | $17.0B | $18.7B |
| Debt / EquityLower = less leverage | — | 3.10× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $243.6M | ||
| Q3 25 | $1.5B | $241.3M | ||
| Q2 25 | $1.6B | $255.4M | ||
| Q1 25 | $1.9B | $227.2M | ||
| Q4 24 | $2.2B | $218.8M | ||
| Q3 24 | $1.5B | $185.4M | ||
| Q2 24 | $1.5B | $184.4M | ||
| Q1 24 | $1.9B | $205.6M |
| Q4 25 | — | $5.1B | ||
| Q3 25 | — | $5.0B | ||
| Q2 25 | — | $5.0B | ||
| Q1 25 | — | $4.7B | ||
| Q4 24 | — | $4.8B | ||
| Q3 24 | — | $4.7B | ||
| Q2 24 | — | $4.7B | ||
| Q1 24 | — | $4.6B |
| Q4 25 | — | $1.6B | ||
| Q3 25 | $3.7B | $1.6B | ||
| Q2 25 | $3.7B | $1.6B | ||
| Q1 25 | $3.6B | $1.7B | ||
| Q4 24 | $3.8B | $1.7B | ||
| Q3 24 | $3.7B | $1.6B | ||
| Q2 24 | $3.8B | $1.5B | ||
| Q1 24 | $3.8B | $1.6B |
| Q4 25 | — | $18.7B | ||
| Q3 25 | $17.0B | $18.4B | ||
| Q2 25 | $17.0B | $18.0B | ||
| Q1 25 | $17.1B | $17.3B | ||
| Q4 24 | $18.3B | $17.4B | ||
| Q3 24 | $17.1B | $17.4B | ||
| Q2 24 | $17.0B | $16.8B | ||
| Q1 24 | $17.3B | $16.7B |
| Q4 25 | — | 3.10× | ||
| Q3 25 | — | 3.17× | ||
| Q2 25 | — | 3.19× | ||
| Q1 25 | — | 2.87× | ||
| Q4 24 | — | 2.83× | ||
| Q3 24 | — | 2.92× | ||
| Q2 24 | — | 3.05× | ||
| Q1 24 | — | 2.90× |
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 | $212.9M |
| Free Cash FlowOCF − Capex | $153.6M | $87.2M |
| FCF MarginFCF / Revenue | 7.2% | 7.8% |
| Capex IntensityCapex / Revenue | 1.2% | 11.3% |
| Cash ConversionOCF / Net Profit | 1.45× | 1.34× |
| TTM Free Cash FlowTrailing 4 quarters | $806.8M | $554.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $212.9M | ||
| Q3 25 | $180.1M | $252.3M | ||
| Q2 25 | $-96.0M | $166.4M | ||
| Q1 25 | $-37.0M | $311.1M | ||
| Q4 24 | $868.1M | $264.1M | ||
| Q3 24 | $223.8M | $263.8M | ||
| Q2 24 | $120.7M | $196.9M | ||
| Q1 24 | $-157.4M | $220.1M |
| Q4 25 | — | $87.2M | ||
| Q3 25 | $153.6M | $150.7M | ||
| Q2 25 | $-121.8M | $83.4M | ||
| Q1 25 | $-58.5M | $233.0M | ||
| Q4 24 | $833.5M | $151.8M | ||
| Q3 24 | $186.5M | $162.8M | ||
| Q2 24 | $85.9M | $100.8M | ||
| Q1 24 | $-192.5M | $140.3M |
| Q4 25 | — | 7.8% | ||
| Q3 25 | 7.2% | 14.2% | ||
| Q2 25 | -5.6% | 7.8% | ||
| Q1 25 | -2.9% | 21.7% | ||
| Q4 24 | 34.2% | 13.9% | ||
| Q3 24 | 8.3% | 16.1% | ||
| Q2 24 | 3.7% | 9.7% | ||
| Q1 24 | -8.8% | 13.4% |
| Q4 25 | — | 11.3% | ||
| Q3 25 | 1.2% | 9.6% | ||
| Q2 25 | 1.2% | 7.8% | ||
| Q1 25 | 1.1% | 7.3% | ||
| Q4 24 | 1.4% | 10.3% | ||
| Q3 24 | 1.7% | 10.0% | ||
| Q2 24 | 1.5% | 9.3% | ||
| Q1 24 | 1.6% | 7.6% |
| Q4 25 | — | 1.34× | ||
| Q3 25 | 1.45× | 2.15× | ||
| Q2 25 | -0.59× | 1.35× | ||
| Q1 25 | — | 2.18× | ||
| Q4 24 | 2.52× | 1.75× | ||
| Q3 24 | 11.13× | 2.24× | ||
| Q2 24 | 0.56× | 1.67× | ||
| Q1 24 | -1.43× | 1.68× |
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% |
SCI
| Cemetery | $510.9M | 46% |
| Funeral Matured Preneed Revenue | $196.5M | 18% |
| Cemetery Recognized Preneed Merchandise And Service Revenue | $107.4M | 10% |
| Cemetery Atneed Revenue | $104.9M | 9% |
| CA | $56.4M | 5% |
| Funeral Other Revenue | $54.6M | 5% |
| Cemetery Other Revenue | $40.2M | 4% |
| Nonfuneral Home Revenue | $28.1M | 3% |
| Non Funeral Home Preneed Sales Revenue | $22.0M | 2% |
