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Side-by-side financial comparison of Airbnb (ABNB) and General Motors (GM), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
General Motors is the larger business by last-quarter revenue ($41.0B vs $2.8B, roughly 14.8× Airbnb). Airbnb runs the higher net margin — 12.3% vs -8.1%, a 20.3% gap on every dollar of revenue. On growth, Airbnb posted the faster year-over-year revenue change (12.0% vs -6.0%). Over the past eight quarters, Airbnb's revenue compounded faster (13.9% CAGR vs 2.2%).
Airbnb, Inc., together with its subsidiaries, operates a platform that enables hosts to offer stays and experiences to guests worldwide. The company's marketplace model connects hosts and guests online or through mobile devices to book spaces and experiences. It primarily offers private rooms, primary homes, or vacation homes. The company was formerly known as AirBed & Breakfast, Inc. and changed its name to Airbnb, Inc. in November 2010. Airbnb, Inc. was founded in 2007 and is headquartered ...
General Motors Company (GM) is an American multinational automotive manufacturing company headquartered in Detroit, Michigan, United States. The company is most known for owning and manufacturing four automobile brands: Chevrolet, Buick, GMC, and Cadillac, each a separate division of GM. By total sales, it has continuously been the largest automaker in the United States, and was the largest in the world for 77 years before losing the title to Toyota in 2008.
ABNB vs GM — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $2.8B | $41.0B |
| Net Profit | $341.0M | $-3.3B |
| Gross Margin | 82.5% | — |
| Operating Margin | 9.7% | -8.9% |
| Net Margin | 12.3% | -8.1% |
| Revenue YoY | 12.0% | -6.0% |
| Net Profit YoY | -26.0% | -11.8% |
| EPS (diluted) | — | $-3.34 |
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 | $2.8B | $41.0B | ||
| Q3 25 | $4.1B | $44.3B | ||
| Q2 25 | $3.1B | $42.9B | ||
| Q1 25 | $2.3B | $39.9B | ||
| Q4 24 | $2.5B | $43.6B | ||
| Q3 24 | $3.7B | $44.7B | ||
| Q2 24 | $2.7B | $44.1B | ||
| Q1 24 | $2.1B | $39.2B |
| Q4 25 | $341.0M | $-3.3B | ||
| Q3 25 | $1.4B | $1.3B | ||
| Q2 25 | $642.0M | $1.9B | ||
| Q1 25 | $154.0M | $2.8B | ||
| Q4 24 | $461.0M | $-3.0B | ||
| Q3 24 | $1.4B | $3.1B | ||
| Q2 24 | $555.0M | $2.9B | ||
| Q1 24 | $264.0M | $3.0B |
| Q4 25 | 82.5% | — | ||
| Q3 25 | 86.6% | — | ||
| Q2 25 | 82.4% | — | ||
| Q1 25 | 77.7% | — | ||
| Q4 24 | 82.8% | — | ||
| Q3 24 | 87.5% | — | ||
| Q2 24 | 81.6% | — | ||
| Q1 24 | 77.6% | — |
| Q4 25 | 9.7% | -8.9% | ||
| Q3 25 | 39.7% | 2.4% | ||
| Q2 25 | 19.8% | 5.0% | ||
| Q1 25 | 1.7% | 8.4% | ||
| Q4 24 | 17.3% | 3.5% | ||
| Q3 24 | 40.9% | 8.2% | ||
| Q2 24 | 18.1% | 8.8% | ||
| Q1 24 | 4.7% | 9.5% |
| Q4 25 | 12.3% | -8.1% | ||
| Q3 25 | 33.6% | 3.0% | ||
| Q2 25 | 20.7% | 4.4% | ||
| Q1 25 | 6.8% | 7.0% | ||
| Q4 24 | 18.6% | -6.8% | ||
| Q3 24 | 36.7% | 6.8% | ||
| Q2 24 | 20.2% | 6.7% | ||
| Q1 24 | 12.3% | 7.6% |
| Q4 25 | — | $-3.34 | ||
| Q3 25 | — | $1.35 | ||
| Q2 25 | — | $1.91 | ||
| Q1 25 | — | $3.35 | ||
| Q4 24 | — | $-1.42 | ||
| Q3 24 | — | $2.68 | ||
| Q2 24 | — | $2.55 | ||
| Q1 24 | — | $2.56 |
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 | $11.0B | $20.9B |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $8.2B | $61.1B |
| Total Assets | $22.2B | $281.3B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $11.0B | $20.9B | ||
| Q3 25 | $11.7B | $22.9B | ||
| Q2 25 | $11.4B | $22.4B | ||
| Q1 25 | $11.5B | $20.6B | ||
| Q4 24 | $10.6B | $19.9B | ||
| Q3 24 | $11.3B | $23.7B | ||
| Q2 24 | $11.3B | $22.5B | ||
| Q1 24 | $11.1B | $17.6B |
| Q4 25 | $8.2B | $61.1B | ||
| Q3 25 | $8.6B | $66.4B | ||
| Q2 25 | $7.8B | $66.4B | ||
| Q1 25 | $7.9B | $64.4B | ||
| Q4 24 | $8.4B | $63.1B | ||
| Q3 24 | $8.5B | $70.9B | ||
| Q2 24 | $8.0B | $68.6B | ||
| Q1 24 | $7.9B | $66.6B |
| Q4 25 | $22.2B | $281.3B | ||
| Q3 25 | $23.1B | $288.2B | ||
| Q2 25 | $27.0B | $289.4B | ||
| Q1 25 | $25.1B | $282.1B | ||
| Q4 24 | $21.0B | $279.8B | ||
| Q3 24 | $22.2B | $289.3B | ||
| Q2 24 | $26.3B | $283.0B | ||
| Q1 24 | $24.5B | $276.6B |
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 | $526.0M | $6.8B |
| Free Cash FlowOCF − Capex | — | $3.6B |
| FCF MarginFCF / Revenue | — | 8.7% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | 7.9% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.54× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $17.6B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $526.0M | $6.8B | ||
| Q3 25 | $1.4B | $7.1B | ||
| Q2 25 | $975.0M | $6.9B | ||
| Q1 25 | $1.8B | $6.1B | ||
| Q4 24 | $466.0M | $4.1B | ||
| Q3 24 | $1.1B | $6.9B | ||
| Q2 24 | $1.1B | $6.0B | ||
| Q1 24 | $1.9B | $3.2B |
| Q4 25 | — | $3.6B | ||
| Q3 25 | — | $5.0B | ||
| Q2 25 | — | $4.8B | ||
| Q1 25 | — | $4.2B | ||
| Q4 24 | — | $907.0M | ||
| Q3 24 | — | $4.6B | ||
| Q2 24 | — | $3.4B | ||
| Q1 24 | — | $369.0M |
| Q4 25 | — | 8.7% | ||
| Q3 25 | — | 11.2% | ||
| Q2 25 | — | 11.1% | ||
| Q1 25 | — | 10.6% | ||
| Q4 24 | — | 2.1% | ||
| Q3 24 | — | 10.3% | ||
| Q2 24 | — | 7.7% | ||
| Q1 24 | — | 0.9% |
| Q4 25 | — | 7.9% | ||
| Q3 25 | — | 4.8% | ||
| Q2 25 | — | 5.0% | ||
| Q1 25 | — | 4.6% | ||
| Q4 24 | — | 7.4% | ||
| Q3 24 | — | 5.0% | ||
| Q2 24 | — | 5.8% | ||
| Q1 24 | — | 7.1% |
| Q4 25 | 1.54× | — | ||
| Q3 25 | 0.99× | 5.35× | ||
| Q2 25 | 1.52× | 3.65× | ||
| Q1 25 | 11.62× | 2.18× | ||
| Q4 24 | 1.01× | — | ||
| Q3 24 | 0.79× | 2.25× | ||
| Q2 24 | 1.89× | 2.04× | ||
| Q1 24 | 7.28× | 1.06× |
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
ABNB
| North America | $1.1B | 41% |
| EMEA | $930.0M | 33% |
| Latin America | $351.0M | 13% |
| Other | $351.0M | 13% |
GM
| Vehiclesand Parts | $35.3B | 86% |
| GM Financial Segment | $4.3B | 11% |
| Servicesand Other | $1.2B | 3% |
| Used Vehicles | $415.0M | 1% |
