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Side-by-side financial comparison of Domino's (DPZ) and Darden Restaurants (DRI), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Darden Restaurants is the larger business by last-quarter revenue ($3.1B vs $1.1B, roughly 2.7× Domino's). Domino's runs the higher net margin — 12.1% vs 7.6%, a 4.5% gap on every dollar of revenue. On growth, Darden Restaurants posted the faster year-over-year revenue change (7.3% vs 6.2%). Domino's produced more free cash flow last quarter ($164.0M vs $119.8M). Over the past eight quarters, Darden Restaurants's revenue compounded faster (2.1% CAGR vs -9.6%).
Domino's Pizza, Inc. is an American multinational pizza restaurant chain founded in 1960. The corporation is Delaware-domiciled and headquartered at the Domino's Farms office park in Ann Arbor Township, near Ann Arbor, Michigan. As of 2018, Domino's had approximately 15,000 stores, with 5,649 in the United States, 1,500 in India, and 1,249 in the United Kingdom. Domino's has stores in more than 83 countries and 5,701 cities worldwide.
Darden Restaurants, Inc. is an American multi-brand restaurant operator headquartered in Orlando, Florida. Darden has more than 1,800 restaurant locations and more than 175,000 employees, making it the world's largest full-service restaurant company. The company began as an extension of Red Lobster, founded by William Darden and initially backed by General Mills. Red Lobster was later sold in July 2014.
DPZ vs DRI — Head-to-Head
Income Statement — Q3 2026 vs Q2 2026
| Metric | | |
|---|---|---|
| Revenue | $1.1B | $3.1B |
| Net Profit | $139.3M | $237.2M |
| Gross Margin | 40.1% | 18.7% |
| Operating Margin | 19.5% | 10.3% |
| Net Margin | 12.1% | 7.6% |
| Revenue YoY | 6.2% | 7.3% |
| Net Profit YoY | -5.2% | 10.3% |
| EPS (diluted) | $4.08 | $2.03 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | — | $3.1B | ||
| Q3 25 | $1.1B | $3.0B | ||
| Q2 25 | $1.1B | $3.3B | ||
| Q1 25 | $1.1B | $3.2B | ||
| Q4 24 | $1.4B | $2.9B | ||
| Q3 24 | $1.1B | $2.8B | ||
| Q2 24 | $1.1B | $3.0B | ||
| Q1 24 | $1.1B | $3.0B |
| Q4 25 | — | $237.2M | ||
| Q3 25 | $139.3M | $257.8M | ||
| Q2 25 | $131.1M | $303.9M | ||
| Q1 25 | $149.7M | $323.4M | ||
| Q4 24 | $169.4M | $215.1M | ||
| Q3 24 | $146.9M | $207.2M | ||
| Q2 24 | $142.0M | $308.1M | ||
| Q1 24 | $125.8M | $312.9M |
| Q4 25 | — | 18.7% | ||
| Q3 25 | 40.1% | 18.9% | ||
| Q2 25 | 40.3% | 22.1% | ||
| Q1 25 | 39.8% | 21.1% | ||
| Q4 24 | 39.2% | 19.5% | ||
| Q3 24 | 39.2% | 18.8% | ||
| Q2 24 | 39.8% | 20.9% | ||
| Q1 24 | 38.9% | 20.6% |
| Q4 25 | — | 10.3% | ||
| Q3 25 | 19.5% | 11.1% | ||
| Q2 25 | 19.7% | 11.7% | ||
| Q1 25 | 18.9% | 13.2% | ||
| Q4 24 | 19.0% | 10.1% | ||
| Q3 24 | 18.4% | 9.8% | ||
| Q2 24 | 17.9% | 13.4% | ||
| Q1 24 | 19.4% | 13.0% |
| Q4 25 | — | 7.6% | ||
| Q3 25 | 12.1% | 8.5% | ||
| Q2 25 | 11.4% | 9.3% | ||
| Q1 25 | 13.5% | 10.2% | ||
| Q4 24 | 11.7% | 7.4% | ||
| Q3 24 | 13.6% | 7.5% | ||
| Q2 24 | 12.9% | 10.4% | ||
| Q1 24 | 11.6% | 10.5% |
| Q4 25 | — | $2.03 | ||
| Q3 25 | $4.08 | $2.19 | ||
| Q2 25 | $3.81 | $2.56 | ||
| Q1 25 | $4.33 | $2.74 | ||
| Q4 24 | $4.89 | $1.82 | ||
| Q3 24 | $4.19 | $1.74 | ||
| Q2 24 | $4.03 | $2.56 | ||
| Q1 24 | $3.58 | $2.60 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $139.7M | $224.1M |
| Total DebtLower is stronger | $4.8B | $2.1B |
| Stockholders' EquityBook value | $-4.0B | $2.1B |
| Total Assets | $1.7B | $12.9B |
| Debt / EquityLower = less leverage | — | 1.03× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | — | $224.1M | ||
| Q3 25 | $139.7M | $211.0M | ||
| Q2 25 | $272.9M | $240.0M | ||
| Q1 25 | $304.3M | $224.2M | ||
| Q4 24 | $186.1M | $217.3M | ||
| Q3 24 | $189.1M | $192.5M | ||
| Q2 24 | $283.7M | $194.8M | ||
| Q1 24 | $203.9M | $243.9M |
| Q4 25 | — | $2.1B | ||
| Q3 25 | $4.8B | $2.1B | ||
| Q2 25 | $3.8B | $2.1B | ||
| Q1 25 | $3.8B | $2.1B | ||
| Q4 24 | $3.8B | $2.1B | ||
| Q3 24 | $5.0B | $1.4B | ||
| Q2 24 | $5.0B | $1.4B | ||
| Q1 24 | $5.0B | $1.4B |
| Q4 25 | — | $2.1B | ||
| Q3 25 | $-4.0B | $2.2B | ||
| Q2 25 | $-4.0B | $2.3B | ||
| Q1 25 | $-3.9B | $2.2B | ||
| Q4 24 | $-4.0B | $2.1B | ||
| Q3 24 | $-4.0B | $2.1B | ||
| Q2 24 | $-3.9B | $2.2B | ||
| Q1 24 | $-4.0B | $2.2B |
| Q4 25 | — | $12.9B | ||
| Q3 25 | $1.7B | $12.8B | ||
| Q2 25 | $1.8B | $12.6B | ||
| Q1 25 | $1.9B | $12.6B | ||
| Q4 24 | $1.7B | $12.5B | ||
| Q3 24 | $1.8B | $11.4B | ||
| Q2 24 | $1.9B | $11.3B | ||
| Q1 24 | $1.7B | $11.4B |
| Q4 25 | — | 1.03× | ||
| Q3 25 | — | 0.96× | ||
| Q2 25 | — | 0.92× | ||
| Q1 25 | — | 0.96× | ||
| Q4 24 | — | 1.02× | ||
| Q3 24 | — | 0.65× | ||
| Q2 24 | — | 0.61× | ||
| Q1 24 | — | 0.63× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $185.4M | $320.7M |
| Free Cash FlowOCF − Capex | $164.0M | $119.8M |
| FCF MarginFCF / Revenue | 14.3% | 3.9% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 1.9% | 6.5% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.33× | 1.35× |
| TTM Free Cash FlowTrailing 4 quarters | $631.5M | $1.0B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | — | $320.7M | ||
| Q3 25 | $185.4M | $342.5M | ||
| Q2 25 | $187.8M | $457.0M | ||
| Q1 25 | $179.1M | $588.2M | ||
| Q4 24 | $178.0M | $388.6M | ||
| Q3 24 | $172.7M | $273.2M | ||
| Q2 24 | $150.7M | $426.0M | ||
| Q1 24 | $123.5M | $585.8M |
| Q4 25 | — | $119.8M | ||
| Q3 25 | $164.0M | $168.4M | ||
| Q2 25 | $167.3M | $285.0M | ||
| Q1 25 | $164.3M | $430.1M | ||
| Q4 24 | $135.9M | $219.3M | ||
| Q3 24 | $145.6M | $128.0M | ||
| Q2 24 | $127.2M | $285.6M | ||
| Q1 24 | $103.3M | $437.4M |
| Q4 25 | — | 3.9% | ||
| Q3 25 | 14.3% | 5.5% | ||
| Q2 25 | 14.6% | 8.7% | ||
| Q1 25 | 14.8% | 13.6% | ||
| Q4 24 | 9.4% | 7.6% | ||
| Q3 24 | 13.5% | 4.6% | ||
| Q2 24 | 11.6% | 9.7% | ||
| Q1 24 | 9.5% | 14.7% |
| Q4 25 | — | 6.5% | ||
| Q3 25 | 1.9% | 5.7% | ||
| Q2 25 | 1.8% | 5.3% | ||
| Q1 25 | 1.3% | 5.0% | ||
| Q4 24 | 2.9% | 5.9% | ||
| Q3 24 | 2.5% | 5.3% | ||
| Q2 24 | 2.1% | 4.7% | ||
| Q1 24 | 1.9% | 5.0% |
| Q4 25 | — | 1.35× | ||
| Q3 25 | 1.33× | 1.33× | ||
| Q2 25 | 1.43× | 1.50× | ||
| Q1 25 | 1.20× | 1.82× | ||
| Q4 24 | 1.05× | 1.81× | ||
| Q3 24 | 1.18× | 1.32× | ||
| Q2 24 | 1.06× | 1.38× | ||
| Q1 24 | 0.98× | 1.87× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
DPZ
| Supply Chain Center | $697.0M | 61% |
| Domestic Franchise | $157.2M | 14% |
| Domestic Franchise Advertising | $131.6M | 11% |
| Domestic Company Owned Stores | $82.7M | 7% |
| International Franchise Royalties And Fees | $78.5M | 7% |
| Supply Chain Intersegment Revenues | $25.6M | 2% |
DRI
| Olive Garden Segment | $1.4B | 44% |
| Long Horn Steakhouse Segment | $775.9M | 25% |
| Other | $647.3M | 21% |
| Fine Dining Segment | $316.2M | 10% |
