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Side-by-side financial comparison of Norwegian Cruise Line Holdings (NCLH) and MARRIOTT VACATIONS WORLDWIDE Corp (VAC). 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 $1.2B, roughly 1.8× MARRIOTT VACATIONS WORLDWIDE Corp). Norwegian Cruise Line Holdings runs the higher net margin — 0.6% vs -35.0%, a 35.6% gap on every dollar of revenue. On growth, Norwegian Cruise Line Holdings posted the faster year-over-year revenue change (6.4% vs -0.7%). Norwegian Cruise Line Holdings produced more free cash flow last quarter ($21.5M vs $-6.0M). Over the past eight quarters, MARRIOTT VACATIONS WORLDWIDE Corp's revenue compounded faster (5.2% CAGR vs 1.2%).
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.
Marriott Vacations Worldwide Corporation is a pure-play public timeshare company. Formerly a division of Marriott International, Marriott Vacations Worldwide was established as a separate, publicly traded entity focusing primarily on vacation ownership in November 2011. Marriott Vacations Worldwide runs more than 120 resorts with over 700,000 Owners and members in a diverse portfolio of brands under The Marriott Vacation Clubs name. Its brands include Marriott Vacation Club, The Marriott Vaca...
NCLH vs VAC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $2.2B | $1.2B |
| Net Profit | $14.3M | $-431.0M |
| Gross Margin | 41.0% | — |
| Operating Margin | 8.3% | — |
| Net Margin | 0.6% | -35.0% |
| Revenue YoY | 6.4% | -0.7% |
| Net Profit YoY | -94.4% | -962.0% |
| EPS (diluted) | $0.08 | $-12.00 |
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 | $1.2B | ||
| Q3 25 | $2.9B | $1.2B | ||
| Q2 25 | $2.5B | $1.2B | ||
| Q1 25 | $2.1B | $1.1B | ||
| Q4 24 | $2.1B | $1.2B | ||
| Q3 24 | $2.8B | $1.2B | ||
| Q2 24 | $2.4B | $1.1B | ||
| Q1 24 | $2.2B | $1.1B |
| Q4 25 | $14.3M | $-431.0M | ||
| Q3 25 | $419.3M | $-2.0M | ||
| Q2 25 | $30.0M | $69.0M | ||
| Q1 25 | $-40.3M | $56.0M | ||
| Q4 24 | $254.5M | $50.0M | ||
| Q3 24 | $474.9M | $84.0M | ||
| Q2 24 | $163.4M | $37.0M | ||
| Q1 24 | $17.4M | $47.0M |
| Q4 25 | 41.0% | — | ||
| Q3 25 | 47.1% | — | ||
| Q2 25 | 42.1% | — | ||
| Q1 25 | 38.7% | — | ||
| Q4 24 | 38.0% | — | ||
| Q3 24 | 45.2% | — | ||
| Q2 24 | 38.7% | — | ||
| Q1 24 | 36.7% | — |
| Q4 25 | 8.3% | — | ||
| Q3 25 | 25.5% | — | ||
| Q2 25 | 16.8% | — | ||
| Q1 25 | 9.4% | — | ||
| Q4 24 | 10.2% | — | ||
| Q3 24 | 24.6% | — | ||
| Q2 24 | 14.4% | — | ||
| Q1 24 | 10.0% | — |
| Q4 25 | 0.6% | -35.0% | ||
| Q3 25 | 14.3% | -0.2% | ||
| Q2 25 | 1.2% | 6.0% | ||
| Q1 25 | -1.9% | 5.0% | ||
| Q4 24 | 12.1% | 4.0% | ||
| Q3 24 | 16.9% | 6.9% | ||
| Q2 24 | 6.9% | 3.5% | ||
| Q1 24 | 0.8% | 4.2% |
| Q4 25 | $0.08 | $-12.00 | ||
| Q3 25 | $0.86 | $-0.07 | ||
| Q2 25 | $0.07 | $1.77 | ||
| Q1 25 | $-0.09 | $1.46 | ||
| Q4 24 | $0.55 | $1.29 | ||
| Q3 24 | $0.95 | $2.12 | ||
| Q2 24 | $0.35 | $0.98 | ||
| Q1 24 | $0.04 | $1.22 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $209.9M | $406.0M |
| Total DebtLower is stronger | $13.7B | — |
| Stockholders' EquityBook value | $2.2B | $2.0B |
| Total Assets | $22.5B | $9.8B |
| Debt / EquityLower = less leverage | 6.21× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $209.9M | $406.0M | ||
| Q3 25 | $166.8M | $474.0M | ||
| Q2 25 | $184.0M | $205.0M | ||
| Q1 25 | $184.4M | $196.0M | ||
| Q4 24 | $190.8M | $197.0M | ||
| Q3 24 | $332.5M | $197.0M | ||
| Q2 24 | $594.1M | $206.0M | ||
| Q1 24 | $559.8M | $237.0M |
| 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 | $2.0B | ||
| Q3 25 | $2.2B | $2.5B | ||
| Q2 25 | $1.6B | $2.5B | ||
| Q1 25 | $1.4B | $2.4B | ||
| Q4 24 | $1.4B | $2.4B | ||
| Q3 24 | $1.1B | $2.4B | ||
| Q2 24 | $693.1M | $2.4B | ||
| Q1 24 | $362.1M | $2.4B |
| Q4 25 | $22.5B | $9.8B | ||
| Q3 25 | $22.2B | $10.1B | ||
| Q2 25 | $21.6B | $9.9B | ||
| Q1 25 | $21.4B | $9.9B | ||
| Q4 24 | $20.0B | $9.8B | ||
| Q3 24 | $19.8B | $9.7B | ||
| Q2 24 | $20.1B | $9.6B | ||
| Q1 24 | $19.8B | $9.9B |
| 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 | $459.1M | $6.0M |
| Free Cash FlowOCF − Capex | $21.5M | $-6.0M |
| FCF MarginFCF / Revenue | 1.0% | -0.5% |
| Capex IntensityCapex / Revenue | 19.5% | 1.0% |
| Cash ConversionOCF / Net Profit | 32.21× | — |
| TTM Free Cash FlowTrailing 4 quarters | $-1.2B | $-29.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $459.1M | $6.0M | ||
| Q3 25 | $236.6M | $62.0M | ||
| Q2 25 | $714.9M | $-48.0M | ||
| Q1 25 | $679.2M | $8.0M | ||
| Q4 24 | $399.3M | $100.0M | ||
| Q3 24 | $172.5M | $72.0M | ||
| Q2 24 | $670.9M | $30.0M | ||
| Q1 24 | $807.2M | $3.0M |
| Q4 25 | $21.5M | $-6.0M | ||
| Q3 25 | $-726.5M | $51.0M | ||
| Q2 25 | $381.2M | $-68.0M | ||
| Q1 25 | $-846.0M | $-6.0M | ||
| Q4 24 | $155.8M | $86.0M | ||
| Q3 24 | $-195.5M | $58.0M | ||
| Q2 24 | $330.2M | $17.0M | ||
| Q1 24 | $548.3M | $-13.0M |
| Q4 25 | 1.0% | -0.5% | ||
| Q3 25 | -24.7% | 4.3% | ||
| Q2 25 | 15.1% | -5.9% | ||
| Q1 25 | -39.8% | -0.5% | ||
| Q4 24 | 7.4% | 6.9% | ||
| Q3 24 | -7.0% | 4.8% | ||
| Q2 24 | 13.9% | 1.6% | ||
| Q1 24 | 25.0% | -1.2% |
| Q4 25 | 19.5% | 1.0% | ||
| Q3 25 | 32.8% | 0.9% | ||
| Q2 25 | 13.3% | 1.7% | ||
| Q1 25 | 71.7% | 1.3% | ||
| Q4 24 | 11.5% | 1.1% | ||
| Q3 24 | 13.1% | 1.1% | ||
| Q2 24 | 14.4% | 1.2% | ||
| Q1 24 | 11.8% | 1.4% |
| Q4 25 | 32.21× | — | ||
| Q3 25 | 0.56× | — | ||
| Q2 25 | 23.83× | -0.70× | ||
| Q1 25 | — | 0.14× | ||
| Q4 24 | 1.57× | 2.00× | ||
| Q3 24 | 0.36× | 0.86× | ||
| Q2 24 | 4.10× | 0.81× | ||
| Q1 24 | 46.51× | 0.06× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
NCLH
| Passenger | $1.5B | 67% |
| Onboard And Other | $734.4M | 33% |
VAC
| Cost Reimbursement | $467.0M | 38% |
| Time Share | $381.0M | 31% |
| Management And Exchange | $212.0M | 17% |
| Ancillary Revenues | $64.0M | 5% |
| Management Service | $55.0M | 4% |
| Service Other | $36.0M | 3% |
