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Side-by-side financial comparison of 西联汇款 (AFG) and 美国国际集团 (AII), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
西联汇款 is the larger business by last-quarter revenue ($2.1B vs $68.1M, roughly 30.3× 美国国际集团). 美国国际集团 runs the higher net margin — 14.5% vs 30.7%, a 16.2% gap on every dollar of revenue.
西联汇款是总部位于美国科罗拉多州丹佛市的跨国金融服务企业，为全球个人及商业客户提供跨境汇款、支付等多元金融解决方案，在全球绝大多数国家和地区拥有覆盖广泛的服务网络。
美国国际集团（AIG）是一家美国跨国金融保险集团，业务遍及全球80多个国家和地区，截至2023年共有雇员25200人。集团核心业务分为三大板块：一般保险、人寿与退休服务，另设有一家独立的科技赋能子公司。
AFG vs AII — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $2.1B | $68.1M |
| Net Profit | $299.0M | $20.9M |
| Gross Margin | — | — |
| Operating Margin | 18.4% | 43.0% |
| Net Margin | 14.5% | 30.7% |
| Revenue YoY | -4.0% | — |
| Net Profit YoY | 17.3% | — |
| EPS (diluted) | $3.59 | $0.58 |
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 | $2.1B | $68.1M | ||
| Q3 25 | $2.3B | $62.0M | ||
| Q2 25 | $1.9B | $74.5M | ||
| Q1 25 | $1.9B | $71.9M | ||
| Q4 24 | $2.1B | — | ||
| Q3 24 | $2.4B | — | ||
| Q2 24 | $1.9B | — | ||
| Q1 24 | $1.9B | — |
| Q4 25 | $299.0M | $20.9M | ||
| Q3 25 | $215.0M | $13.2M | ||
| Q2 25 | $174.0M | $27.5M | ||
| Q1 25 | $154.0M | $38.1M | ||
| Q4 24 | $255.0M | — | ||
| Q3 24 | $181.0M | — | ||
| Q2 24 | $209.0M | — | ||
| Q1 24 | $242.0M | — |
| Q4 25 | 18.4% | 43.0% | ||
| Q3 25 | 11.5% | 30.3% | ||
| Q2 25 | 11.9% | 32.3% | ||
| Q1 25 | 10.6% | 59.7% | ||
| Q4 24 | 14.9% | — | ||
| Q3 24 | 9.7% | — | ||
| Q2 24 | 14.3% | — | ||
| Q1 24 | 15.9% | — |
| Q4 25 | 14.5% | 30.7% | ||
| Q3 25 | 9.2% | 21.2% | ||
| Q2 25 | 9.0% | 36.9% | ||
| Q1 25 | 8.3% | 53.0% | ||
| Q4 24 | 11.9% | — | ||
| Q3 24 | 7.6% | — | ||
| Q2 24 | 11.0% | — | ||
| Q1 24 | 12.7% | — |
| Q4 25 | $3.59 | $0.58 | ||
| Q3 25 | $2.58 | $0.67 | ||
| Q2 25 | $2.07 | $1.62 | ||
| Q1 25 | $1.84 | $2.78 | ||
| Q4 24 | $3.03 | — | ||
| Q3 24 | $2.16 | — | ||
| Q2 24 | $2.49 | — | ||
| Q1 24 | $2.89 | — |
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 | $1.7B | $222.0M |
| Total DebtLower is stronger | $1.8B | $618.0K |
| Stockholders' EquityBook value | $4.8B | $337.0M |
| Total Assets | $32.6B | $1.2B |
| Debt / EquityLower = less leverage | 0.38× | 0.00× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $1.7B | $222.0M | ||
| Q3 25 | $1.8B | $171.9M | ||
| Q2 25 | $1.3B | $259.6M | ||
| Q1 25 | $1.3B | $236.4M | ||
| Q4 24 | $1.4B | — | ||
| Q3 24 | $1.3B | — | ||
| Q2 24 | $1.1B | — | ||
| Q1 24 | $1.1B | — |
| Q4 25 | $1.8B | $618.0K | ||
| Q3 25 | $1.8B | $721.0K | ||
| Q2 25 | $1.5B | $824.0K | ||
| Q1 25 | $1.5B | $926.0K | ||
| Q4 24 | $1.5B | — | ||
| Q3 24 | $1.5B | — | ||
| Q2 24 | $1.5B | — | ||
| Q1 24 | $1.5B | — |
| Q4 25 | $4.8B | $337.0M | ||
| Q3 25 | $4.7B | $315.9M | ||
| Q2 25 | $4.5B | $301.9M | ||
| Q1 25 | $4.4B | $186.1M | ||
| Q4 24 | $4.5B | — | ||
| Q3 24 | $4.7B | — | ||
| Q2 24 | $4.4B | — | ||
| Q1 24 | $4.2B | — |
| Q4 25 | $32.6B | $1.2B | ||
| Q3 25 | $33.8B | $1.4B | ||
| Q2 25 | $30.7B | $1.6B | ||
| Q1 25 | $30.3B | $1.1B | ||
| Q4 24 | $30.8B | — | ||
| Q3 24 | $32.6B | — | ||
| Q2 24 | $29.9B | — | ||
| Q1 24 | $30.0B | — |
| Q4 25 | 0.38× | 0.00× | ||
| Q3 25 | 0.38× | 0.00× | ||
| Q2 25 | 0.33× | 0.00× | ||
| Q1 25 | 0.34× | 0.00× | ||
| Q4 24 | 0.33× | — | ||
| Q3 24 | 0.31× | — | ||
| Q2 24 | 0.34× | — | ||
| Q1 24 | 0.35× | — |
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 | $784.0M | $50.2M |
| Free Cash FlowOCF − Capex | — | $50.2M |
| FCF MarginFCF / Revenue | — | 73.7% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | 0.0% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.62× | 2.41× |
| TTM Free Cash FlowTrailing 4 quarters | — | $133.1M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $784.0M | $50.2M | ||
| Q3 25 | $216.0M | $-7.5M | ||
| Q2 25 | $191.0M | $27.4M | ||
| Q1 25 | $342.0M | $68.1M | ||
| Q4 24 | $674.0M | — | ||
| Q3 24 | $459.0M | — | ||
| Q2 24 | $-88.0M | — | ||
| Q1 24 | $107.0M | — |
| Q4 25 | — | $50.2M | ||
| Q3 25 | — | $-11.9M | ||
| Q2 25 | — | $26.9M | ||
| Q1 25 | — | $68.0M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 73.7% | ||
| Q3 25 | — | -19.2% | ||
| Q2 25 | — | 36.1% | ||
| Q1 25 | — | 94.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 0.0% | ||
| Q3 25 | — | 7.2% | ||
| Q2 25 | — | 0.6% | ||
| Q1 25 | — | 0.2% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 2.62× | 2.41× | ||
| Q3 25 | 1.00× | -0.57× | ||
| Q2 25 | 1.10× | 1.00× | ||
| Q1 25 | 2.22× | 1.79× | ||
| Q4 24 | 2.64× | — | ||
| Q3 24 | 2.54× | — | ||
| Q2 24 | -0.42× | — | ||
| Q1 24 | 0.44× | — |
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.
