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Side-by-side financial comparison of Apple Hospitality REIT, Inc. (APLE) and CALIFORNIA WATER SERVICE GROUP (CWT). Click either name above to swap in a different company.
Apple Hospitality REIT, Inc. is the larger business by last-quarter revenue ($326.4M vs $210.7M, roughly 1.5× CALIFORNIA WATER SERVICE GROUP). Apple Hospitality REIT, Inc. runs the higher net margin — 9.1% vs 5.4%, a 3.6% gap on every dollar of revenue. On growth, Apple Hospitality REIT, Inc. posted the faster year-over-year revenue change (-2.0% vs -3.3%). Over the past eight quarters, CALIFORNIA WATER SERVICE GROUP's revenue compounded faster (16.6% CAGR vs -0.5%).
Ryman Hospitality Properties, Inc. is a hotel, resort, entertainment, and media company named for one of its assets: the Ryman Auditorium, a National Historic Landmark in Nashville, Tennessee. The company's legal lineage can be traced back to its time as a subsidiary of Edward Gaylord's Oklahoma Publishing Company; however, the backbone of the modern entity was formed with the company's acquisition of WSM, Inc. in 1983. This purchase resulted in the ownership of the Grand Ole Opry and associa...
California Water Service Group (CWSG) is an American public utility company providing drinking water and wastewater services. It is the third-largest investor-owned publicly traded water utility in the United States, serving roughly two million people through its subsidiary companies in California, Hawaii, New Mexico and Washington. CWSG was formed in 1997 as a new holding company for California Water Service to expand into other states regulated by their own public utilities commissions, and...
APLE vs CWT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $326.4M | $210.7M |
| Net Profit | $29.6M | $11.5M |
| Gross Margin | 37.2% | — |
| Operating Margin | 15.2% | 12.2% |
| Net Margin | 9.1% | 5.4% |
| Revenue YoY | -2.0% | -3.3% |
| Net Profit YoY | -0.7% | -41.0% |
| EPS (diluted) | $0.13 | $0.19 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q4 25 | $326.4M | $210.7M | ||
| Q3 25 | $373.9M | $314.1M | ||
| Q2 25 | $384.4M | $256.2M | ||
| Q1 25 | $327.7M | $182.7M | ||
| Q4 24 | $333.0M | $217.8M | ||
| Q3 24 | $378.8M | $306.2M | ||
| Q2 24 | $390.1M | $226.7M | ||
| Q1 24 | $329.5M | $154.9M |
| Q4 25 | $29.6M | $11.5M | ||
| Q3 25 | $50.9M | $61.2M | ||
| Q2 25 | $63.6M | $42.2M | ||
| Q1 25 | $31.2M | $13.3M | ||
| Q4 24 | $29.8M | $19.5M | ||
| Q3 24 | $56.3M | $60.7M | ||
| Q2 24 | $73.9M | $40.6M | ||
| Q1 24 | $54.0M | $69.9M |
| Q4 25 | 37.2% | — | ||
| Q3 25 | 40.6% | — | ||
| Q2 25 | 42.6% | — | ||
| Q1 25 | 39.0% | — | ||
| Q4 24 | 38.6% | — | ||
| Q3 24 | 41.9% | — | ||
| Q2 24 | 44.6% | — | ||
| Q1 24 | 40.1% | — |
| Q4 25 | 15.2% | 12.2% | ||
| Q3 25 | 19.4% | 22.5% | ||
| Q2 25 | 22.1% | 20.2% | ||
| Q1 25 | 15.5% | 12.2% | ||
| Q4 24 | 15.0% | 14.8% | ||
| Q3 24 | 20.5% | 21.8% | ||
| Q2 24 | 24.0% | 21.2% | ||
| Q1 24 | 21.7% | 50.3% |
| Q4 25 | 9.1% | 5.4% | ||
| Q3 25 | 13.6% | 19.5% | ||
| Q2 25 | 16.6% | 16.5% | ||
| Q1 25 | 9.5% | 7.3% | ||
| Q4 24 | 9.0% | 8.9% | ||
| Q3 24 | 14.9% | 19.8% | ||
| Q2 24 | 19.0% | 17.9% | ||
| Q1 24 | 16.4% | 45.1% |
| Q4 25 | $0.13 | $0.19 | ||
| Q3 25 | $0.21 | $1.03 | ||
| Q2 25 | $0.27 | $0.71 | ||
| Q1 25 | $0.13 | $0.22 | ||
| Q4 24 | $0.13 | $0.31 | ||
| Q3 24 | $0.23 | $1.03 | ||
| Q2 24 | $0.31 | $0.70 | ||
| Q1 24 | $0.22 | $1.21 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $8.5M | $51.8M |
| Total DebtLower is stronger | $1.5B | $1.5B |
| Stockholders' EquityBook value | $3.1B | $1.7B |
| Total Assets | $4.9B | $5.7B |
| Debt / EquityLower = less leverage | 0.49× | 0.87× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.5M | $51.8M | ||
| Q3 25 | $50.3M | $76.0M | ||
| Q2 25 | $7.9M | $50.5M | ||
| Q1 25 | $14.9M | $44.5M | ||
| Q4 24 | $10.3M | $50.1M | ||
| Q3 24 | $6.1M | $59.6M | ||
| Q2 24 | $7.2M | $37.3M | ||
| Q1 24 | $4.9M | $42.8M |
| Q4 25 | $1.5B | $1.5B | ||
| Q3 25 | $1.5B | $1.1B | ||
| Q2 25 | $1.5B | $1.1B | ||
| Q1 25 | $1.5B | $1.1B | ||
| Q4 24 | $1.5B | $1.1B | ||
| Q3 24 | $1.5B | — | ||
| Q2 24 | $1.5B | — | ||
| Q1 24 | $1.5B | — |
| Q4 25 | $3.1B | $1.7B | ||
| Q3 25 | $3.2B | $1.7B | ||
| Q2 25 | $3.2B | $1.7B | ||
| Q1 25 | $3.2B | $1.6B | ||
| Q4 24 | $3.3B | $1.6B | ||
| Q3 24 | $3.3B | $1.6B | ||
| Q2 24 | $3.3B | $1.5B | ||
| Q1 24 | $3.3B | $1.5B |
| Q4 25 | $4.9B | $5.7B | ||
| Q3 25 | $4.9B | $5.5B | ||
| Q2 25 | $4.9B | $5.4B | ||
| Q1 25 | $4.9B | $5.3B | ||
| Q4 24 | $5.0B | $5.2B | ||
| Q3 24 | $5.0B | $5.0B | ||
| Q2 24 | $5.1B | $4.9B | ||
| Q1 24 | $5.0B | $4.8B |
| Q4 25 | 0.49× | 0.87× | ||
| Q3 25 | 0.47× | 0.65× | ||
| Q2 25 | 0.48× | 0.67× | ||
| Q1 25 | 0.48× | 0.68× | ||
| Q4 24 | 0.45× | 0.67× | ||
| Q3 24 | 0.46× | — | ||
| Q2 24 | 0.46× | — | ||
| Q1 24 | 0.45× | — |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $370.2M | $47.9M |
| Free Cash FlowOCF − Capex | $282.0M | — |
| FCF MarginFCF / Revenue | 86.4% | — |
| Capex IntensityCapex / Revenue | 27.0% | — |
| Cash ConversionOCF / Net Profit | 12.50× | 4.17× |
| TTM Free Cash FlowTrailing 4 quarters | $516.8M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $370.2M | $47.9M | ||
| Q3 25 | $126.4M | $167.3M | ||
| Q2 25 | $108.8M | $48.9M | ||
| Q1 25 | $49.1M | $38.4M | ||
| Q4 24 | $405.4M | $68.1M | ||
| Q3 24 | $128.2M | $101.8M | ||
| Q2 24 | $127.3M | $94.4M | ||
| Q1 24 | $54.7M | $26.5M |
| Q4 25 | $282.0M | — | ||
| Q3 25 | $109.0M | — | ||
| Q2 25 | $96.2M | — | ||
| Q1 25 | $29.5M | — | ||
| Q4 24 | $327.1M | — | ||
| Q3 24 | $113.1M | — | ||
| Q2 24 | $115.0M | — | ||
| Q1 24 | $34.4M | — |
| Q4 25 | 86.4% | — | ||
| Q3 25 | 29.2% | — | ||
| Q2 25 | 25.0% | — | ||
| Q1 25 | 9.0% | — | ||
| Q4 24 | 98.2% | — | ||
| Q3 24 | 29.9% | — | ||
| Q2 24 | 29.5% | — | ||
| Q1 24 | 10.4% | — |
| Q4 25 | 27.0% | — | ||
| Q3 25 | 4.7% | — | ||
| Q2 25 | 3.3% | — | ||
| Q1 25 | 6.0% | — | ||
| Q4 24 | 23.5% | — | ||
| Q3 24 | 4.0% | — | ||
| Q2 24 | 3.2% | — | ||
| Q1 24 | 6.2% | — |
| Q4 25 | 12.50× | 4.17× | ||
| Q3 25 | 2.49× | 2.73× | ||
| Q2 25 | 1.71× | 1.16× | ||
| Q1 25 | 1.57× | 2.88× | ||
| Q4 24 | 13.59× | 3.50× | ||
| Q3 24 | 2.28× | 1.68× | ||
| Q2 24 | 1.72× | 2.33× | ||
| Q1 24 | 1.01× | 0.38× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
APLE
| Occupancy | $293.0M | 90% |
| Hotel Other | $17.2M | 5% |
| Food And Beverage | $16.3M | 5% |
CWT
| Residential | $133.2M | 63% |
| Business | $47.7M | 23% |
| Public Authorities | $13.4M | 6% |
| Industrial | $6.9M | 3% |
| Non Regulated Services | $4.8M | 2% |
| Other Non Regulated Service | $1.2M | 1% |
