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Side-by-side financial comparison of Church & Dwight (CHD) and Campbell's Company (The) (CPB), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Campbell's Company (The) is the larger business by last-quarter revenue ($2.7B vs $1.6B, roughly 1.6× Church & Dwight). Church & Dwight runs the higher net margin — 8.7% vs 7.2%, a 1.5% gap on every dollar of revenue. On growth, Church & Dwight posted the faster year-over-year revenue change (3.9% vs -3.4%). Over the past eight quarters, Church & Dwight's revenue compounded faster (4.6% CAGR vs 4.4%).
Church & Dwight Co., Inc., is an American consumer goods company focusing on personal care, household products, and specialty products. The company was founded in 1847 and is headquartered in Ewing, New Jersey. It is the parent company of well-known brands such as Arm & Hammer, Trojan, OxiClean, and First Response. In 2022, Church & Dwight reported annual revenue of $5.4 billion. The company's products and services include a wide range of consumer goods, including laundry detergent, air fresh...
The Campbell's Company is an American company, most closely associated with its flagship canned soup products. The classic red-and-white can design used by many Campbell's branded products has become an American icon, and its use in pop art was typified by American artist Andy Warhol's series of Campbell's Soup Cans prints.
CHD vs CPB — Head-to-Head
Income Statement — Q4 2025 vs Q1 2026
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $2.7B |
| Net Profit | $143.5M | $194.0M |
| Gross Margin | 45.8% | 29.6% |
| Operating Margin | 16.2% | 12.6% |
| Net Margin | 8.7% | 7.2% |
| Revenue YoY | 3.9% | -3.4% |
| Net Profit YoY | -24.2% | -11.0% |
| EPS (diluted) | $0.60 | $0.65 |
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 | $1.6B | $2.7B | ||
| Q3 25 | $1.6B | $2.3B | ||
| Q2 25 | $1.5B | $2.5B | ||
| Q1 25 | $1.5B | $2.7B | ||
| Q4 24 | $1.6B | $2.8B | ||
| Q3 24 | $1.5B | $2.3B | ||
| Q2 24 | $1.5B | $2.4B | ||
| Q1 24 | $1.5B | $2.5B |
| Q4 25 | $143.5M | $194.0M | ||
| Q3 25 | $182.2M | $145.0M | ||
| Q2 25 | $191.0M | $66.0M | ||
| Q1 25 | $220.1M | $173.0M | ||
| Q4 24 | $189.2M | $218.0M | ||
| Q3 24 | $-75.1M | $-3.0M | ||
| Q2 24 | $243.5M | $133.0M | ||
| Q1 24 | $227.7M | $203.0M |
| Q4 25 | 45.8% | 29.6% | ||
| Q3 25 | 45.1% | 30.4% | ||
| Q2 25 | 43.0% | 29.4% | ||
| Q1 25 | 45.0% | 30.5% | ||
| Q4 24 | 44.7% | 31.3% | ||
| Q3 24 | 45.2% | 29.4% | ||
| Q2 24 | 47.1% | 30.9% | ||
| Q1 24 | 45.7% | 31.6% |
| Q4 25 | 16.2% | 12.6% | ||
| Q3 25 | 16.1% | 11.6% | ||
| Q2 25 | 17.4% | 6.5% | ||
| Q1 25 | 20.1% | 12.2% | ||
| Q4 24 | 16.2% | 13.2% | ||
| Q3 24 | -6.1% | 3.4% | ||
| Q2 24 | 22.3% | 10.5% | ||
| Q1 24 | 20.3% | 12.9% |
| Q4 25 | 8.7% | 7.2% | ||
| Q3 25 | 11.5% | 6.2% | ||
| Q2 25 | 12.7% | 2.7% | ||
| Q1 25 | 15.0% | 6.4% | ||
| Q4 24 | 12.0% | 7.9% | ||
| Q3 24 | -5.0% | -0.1% | ||
| Q2 24 | 16.1% | 5.6% | ||
| Q1 24 | 15.1% | 8.3% |
| Q4 25 | $0.60 | $0.65 | ||
| Q3 25 | $0.75 | $0.49 | ||
| Q2 25 | $0.78 | $0.22 | ||
| Q1 25 | $0.89 | $0.58 | ||
| Q4 24 | $0.76 | $0.72 | ||
| Q3 24 | $-0.31 | $-0.01 | ||
| Q2 24 | $0.99 | $0.44 | ||
| Q1 24 | $0.93 | $0.68 |
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 | $409.0M | $168.0M |
| Total DebtLower is stronger | $2.2B | $6.1B |
| Stockholders' EquityBook value | $4.0B | $4.0B |
| Total Assets | $8.9B | $15.2B |
| Debt / EquityLower = less leverage | 0.55× | 1.54× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $409.0M | $168.0M | ||
| Q3 25 | $305.3M | $132.0M | ||
| Q2 25 | $923.2M | $143.0M | ||
| Q1 25 | $1.1B | $829.0M | ||
| Q4 24 | $964.1M | $808.0M | ||
| Q3 24 | $752.1M | $108.0M | ||
| Q2 24 | $491.7M | $107.0M | ||
| Q1 24 | $349.7M | $169.0M |
| Q4 25 | $2.2B | $6.1B | ||
| Q3 25 | $2.2B | $6.1B | ||
| Q2 25 | $2.2B | $6.1B | ||
| Q1 25 | $2.2B | $6.5B | ||
| Q4 24 | $2.2B | $6.7B | ||
| Q3 24 | $2.2B | $5.8B | ||
| Q2 24 | $2.2B | $5.8B | ||
| Q1 24 | $2.2B | $4.5B |
| Q4 25 | $4.0B | $4.0B | ||
| Q3 25 | $4.2B | $3.9B | ||
| Q2 25 | $4.4B | $3.9B | ||
| Q1 25 | $4.6B | $3.9B | ||
| Q4 24 | $4.4B | $3.8B | ||
| Q3 24 | $4.2B | $3.8B | ||
| Q2 24 | $4.3B | $3.9B | ||
| Q1 24 | $4.1B | $3.8B |
| Q4 25 | $8.9B | $15.2B | ||
| Q3 25 | $9.1B | $14.9B | ||
| Q2 25 | $8.8B | $14.8B | ||
| Q1 25 | $9.0B | $15.9B | ||
| Q4 24 | $8.9B | $16.1B | ||
| Q3 24 | $8.7B | $15.2B | ||
| Q2 24 | $8.8B | $15.2B | ||
| Q1 24 | $8.6B | $12.1B |
| Q4 25 | 0.55× | 1.54× | ||
| Q3 25 | 0.52× | 1.56× | ||
| Q2 25 | 0.50× | 1.58× | ||
| Q1 25 | 0.48× | 1.66× | ||
| Q4 24 | 0.51× | 1.75× | ||
| Q3 24 | 0.53× | 1.52× | ||
| Q2 24 | 0.51× | 1.47× | ||
| Q1 24 | 0.54× | 1.17× |
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 | — | $224.0M |
| Free Cash FlowOCF − Capex | — | $97.0M |
| FCF MarginFCF / Revenue | — | 3.6% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 3.4% | 4.7% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | — | 1.15× |
| TTM Free Cash FlowTrailing 4 quarters | — | $687.0M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | — | $224.0M | ||
| Q3 25 | — | $259.0M | ||
| Q2 25 | — | $135.0M | ||
| Q1 25 | — | $512.0M | ||
| Q4 24 | $292.3M | $225.0M | ||
| Q3 24 | $364.0M | $288.0M | ||
| Q2 24 | $236.9M | $213.0M | ||
| Q1 24 | $263.0M | $510.0M |
| Q4 25 | — | $97.0M | ||
| Q3 25 | — | $129.0M | ||
| Q2 25 | — | $50.0M | ||
| Q1 25 | — | $411.0M | ||
| Q4 24 | $237.7M | $115.0M | ||
| Q3 24 | $315.4M | $147.0M | ||
| Q2 24 | $206.6M | $100.0M | ||
| Q1 24 | $216.7M | $390.0M |
| Q4 25 | — | 3.6% | ||
| Q3 25 | — | 5.6% | ||
| Q2 25 | — | 2.0% | ||
| Q1 25 | — | 15.3% | ||
| Q4 24 | 15.0% | 4.1% | ||
| Q3 24 | 20.9% | 6.4% | ||
| Q2 24 | 13.7% | 4.2% | ||
| Q1 24 | 14.4% | 15.9% |
| Q4 25 | 3.4% | 4.7% | ||
| Q3 25 | 1.8% | 5.6% | ||
| Q2 25 | 1.5% | 3.4% | ||
| Q1 25 | 1.1% | 3.8% | ||
| Q4 24 | 3.5% | 4.0% | ||
| Q3 24 | 3.2% | 6.1% | ||
| Q2 24 | 2.0% | 4.8% | ||
| Q1 24 | 3.1% | 4.9% |
| Q4 25 | — | 1.15× | ||
| Q3 25 | — | 1.79× | ||
| Q2 25 | — | 2.05× | ||
| Q1 25 | — | 2.96× | ||
| Q4 24 | 1.54× | 1.03× | ||
| Q3 24 | — | — | ||
| Q2 24 | 0.97× | 1.60× | ||
| Q1 24 | 1.16× | 2.51× |
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
CHD
| Household Products | $645.3M | 39% |
| Personal Care Products | $625.9M | 38% |
| Consumer International | $299.8M | 18% |
| Specialty Products Division | $73.2M | 4% |
CPB
| Baked Snacks | $995.0M | 37% |
| Snacks | $914.0M | 34% |
| Simple Meals | $580.0M | 22% |
| Beverages | $168.0M | 6% |
