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Side-by-side financial comparison of ALAMO GROUP INC (ALG) and MATTEL INC /DE/ (MAT), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
MATTEL INC /DE/ is the larger business by last-quarter revenue ($1.8B vs $373.6M, roughly 4.7× ALAMO GROUP INC). MATTEL INC /DE/ runs the higher net margin — 4.2% vs 6.0%, a 1.9% gap on every dollar of revenue. On growth, MATTEL INC /DE/ posted the faster year-over-year revenue change (7.3% vs -3.0%). Over the past eight quarters, MATTEL INC /DE/'s revenue compounded faster (47.7% CAGR vs -6.3%).
The Alamo Drafthouse Cinema is an American cinema chain founded in 1997 in Austin, Texas, which is famous for serving dinner and drinks during the film, as well as its strict policy of requiring its audiences to maintain proper cinema-going etiquette. Sony Pictures Experiences acquired the chain in June 2024.
Mattel Films was the film production division of American toy and entertainment company Mattel that operated from September 6, 2018 to June 2, 2025. It succeeded Mattel Playground Productions, which was formed on October 16, 2013 as part of Mattel Global Brands, a unified media structural and strategy unit, as itself the successor to Mattel Entertainment and Mattel Studios, Mattel's prior entertainment brands/banners.
ALG vs MAT — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $373.6M | $1.8B |
| Net Profit | $15.5M | $106.2M |
| Gross Margin | 22.7% | 45.9% |
| Operating Margin | 6.0% | 8.0% |
| Net Margin | 4.2% | 6.0% |
| Revenue YoY | -3.0% | 7.3% |
| Net Profit YoY | -44.8% | -24.6% |
| EPS (diluted) | $1.28 | $0.32 |
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 | $373.6M | $1.8B | ||
| Q3 25 | $420.0M | $1.7B | ||
| Q2 25 | $419.1M | $1.0B | ||
| Q1 25 | $390.9M | $826.6M | ||
| Q4 24 | $385.3M | $1.6B | ||
| Q3 24 | $401.3M | $1.8B | ||
| Q2 24 | $416.3M | $1.1B | ||
| Q1 24 | $425.6M | $809.5M |
| Q4 25 | $15.5M | $106.2M | ||
| Q3 25 | $25.4M | $278.4M | ||
| Q2 25 | $31.1M | $53.4M | ||
| Q1 25 | $31.8M | $-40.3M | ||
| Q4 24 | $28.1M | $140.9M | ||
| Q3 24 | $27.4M | $372.4M | ||
| Q2 24 | $28.3M | $56.9M | ||
| Q1 24 | $32.1M | $-28.3M |
| Q4 25 | 22.7% | 45.9% | ||
| Q3 25 | 24.2% | 50.0% | ||
| Q2 25 | 25.8% | 50.9% | ||
| Q1 25 | 26.3% | 49.4% | ||
| Q4 24 | 23.8% | 50.7% | ||
| Q3 24 | 25.1% | 53.1% | ||
| Q2 24 | 26.0% | 49.2% | ||
| Q1 24 | 26.2% | 48.0% |
| Q4 25 | 6.0% | 8.0% | ||
| Q3 25 | 8.9% | 21.9% | ||
| Q2 25 | 11.2% | 7.7% | ||
| Q1 25 | 11.4% | -6.4% | ||
| Q4 24 | 8.9% | 9.6% | ||
| Q3 24 | 10.0% | 26.5% | ||
| Q2 24 | 10.4% | 7.7% | ||
| Q1 24 | 11.0% | -4.4% |
| Q4 25 | 4.2% | 6.0% | ||
| Q3 25 | 6.0% | 16.0% | ||
| Q2 25 | 7.4% | 5.2% | ||
| Q1 25 | 8.1% | -4.9% | ||
| Q4 24 | 7.3% | 8.6% | ||
| Q3 24 | 6.8% | 20.2% | ||
| Q2 24 | 6.8% | 5.3% | ||
| Q1 24 | 7.5% | -3.5% |
| Q4 25 | $1.28 | $0.32 | ||
| Q3 25 | $2.10 | $0.88 | ||
| Q2 25 | $2.57 | $0.16 | ||
| Q1 25 | $2.64 | $-0.12 | ||
| Q4 24 | $2.33 | $0.40 | ||
| Q3 24 | $2.28 | $1.09 | ||
| Q2 24 | $2.35 | $0.17 | ||
| Q1 24 | $2.67 | $-0.08 |
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 | $309.7M | $1.2B |
| Total DebtLower is stronger | $190.7M | $2.3B |
| Stockholders' EquityBook value | $1.1B | $2.2B |
| Total Assets | $1.6B | $6.6B |
| Debt / EquityLower = less leverage | 0.17× | 1.04× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $309.7M | $1.2B | ||
| Q3 25 | $244.8M | $691.9M | ||
| Q2 25 | $201.8M | $870.5M | ||
| Q1 25 | $200.3M | $1.2B | ||
| Q4 24 | $197.3M | $1.4B | ||
| Q3 24 | $140.0M | $723.5M | ||
| Q2 24 | $118.5M | $722.4M | ||
| Q1 24 | $121.8M | $1.1B |
| Q4 25 | $190.7M | $2.3B | ||
| Q3 25 | $194.4M | $2.3B | ||
| Q2 25 | $198.1M | $2.3B | ||
| Q1 25 | $201.8M | $2.3B | ||
| Q4 24 | $205.5M | $2.3B | ||
| Q3 24 | $209.2M | $2.3B | ||
| Q2 24 | $278.6M | $2.3B | ||
| Q1 24 | $306.5M | $2.3B |
| Q4 25 | $1.1B | $2.2B | ||
| Q3 25 | $1.1B | $2.3B | ||
| Q2 25 | $1.1B | $2.2B | ||
| Q1 25 | $1.1B | $2.1B | ||
| Q4 24 | $1.0B | $2.3B | ||
| Q3 24 | $1.0B | $2.3B | ||
| Q2 24 | $979.7M | $2.0B | ||
| Q1 24 | $956.6M | $2.0B |
| Q4 25 | $1.6B | $6.6B | ||
| Q3 25 | $1.6B | $6.6B | ||
| Q2 25 | $1.6B | $6.2B | ||
| Q1 25 | $1.5B | $6.2B | ||
| Q4 24 | $1.5B | $6.5B | ||
| Q3 24 | $1.5B | $6.5B | ||
| Q2 24 | $1.5B | $5.9B | ||
| Q1 24 | $1.5B | $6.1B |
| Q4 25 | 0.17× | 1.04× | ||
| Q3 25 | 0.17× | 1.03× | ||
| Q2 25 | 0.18× | 1.08× | ||
| Q1 25 | 0.19× | 1.10× | ||
| Q4 24 | 0.20× | 1.03× | ||
| Q3 24 | 0.21× | 1.01× | ||
| Q2 24 | 0.28× | 1.18× | ||
| Q1 24 | 0.32× | 1.15× |
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 | $75.1M | $796.6M |
| Free Cash FlowOCF − Capex | $69.9M | — |
| FCF MarginFCF / Revenue | 18.7% | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 1.4% | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 4.84× | 7.50× |
| TTM Free Cash FlowTrailing 4 quarters | $146.9M | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $75.1M | $796.6M | ||
| Q3 25 | $65.5M | $72.0M | ||
| Q2 25 | $22.7M | $-300.1M | ||
| Q1 25 | $14.2M | $24.8M | ||
| Q4 24 | $79.1M | $862.1M | ||
| Q3 24 | $96.3M | $155.8M | ||
| Q2 24 | $33.2M | $-252.9M | ||
| Q1 24 | $1.1M | $35.5M |
| Q4 25 | $69.9M | — | ||
| Q3 25 | $53.1M | — | ||
| Q2 25 | $15.7M | — | ||
| Q1 25 | $8.2M | — | ||
| Q4 24 | $73.1M | — | ||
| Q3 24 | $88.4M | — | ||
| Q2 24 | $28.8M | — | ||
| Q1 24 | $-5.5M | — |
| Q4 25 | 18.7% | — | ||
| Q3 25 | 12.6% | — | ||
| Q2 25 | 3.8% | — | ||
| Q1 25 | 2.1% | — | ||
| Q4 24 | 19.0% | — | ||
| Q3 24 | 22.0% | — | ||
| Q2 24 | 6.9% | — | ||
| Q1 24 | -1.3% | — |
| Q4 25 | 1.4% | — | ||
| Q3 25 | 3.0% | — | ||
| Q2 25 | 1.7% | — | ||
| Q1 25 | 1.5% | — | ||
| Q4 24 | 1.6% | — | ||
| Q3 24 | 2.0% | — | ||
| Q2 24 | 1.1% | — | ||
| Q1 24 | 1.6% | — |
| Q4 25 | 4.84× | 7.50× | ||
| Q3 25 | 2.58× | 0.26× | ||
| Q2 25 | 0.73× | -5.62× | ||
| Q1 25 | 0.45× | — | ||
| Q4 24 | 2.82× | 6.12× | ||
| Q3 24 | 3.51× | 0.42× | ||
| Q2 24 | 1.17× | -4.45× | ||
| Q1 24 | 0.03× | — |
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
ALG
| Wholegood Units | $293.2M | 78% |
| Parts | $61.6M | 16% |
| Other Revenue | $18.9M | 5% |
MAT
| North America Segment | $1.0B | 58% |
| International Segment | $745.6M | 42% |
