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Side-by-side financial comparison of Apple Hospitality REIT, Inc. (APLE) and Crane NXT, Co. (CXT). Click either name above to swap in a different company.
Crane NXT, Co. is the larger business by last-quarter revenue ($476.9M vs $326.4M, roughly 1.5× Apple Hospitality REIT, Inc.). Crane NXT, Co. runs the higher net margin — 10.0% vs 9.1%, a 0.9% gap on every dollar of revenue. On growth, Crane NXT, Co. posted the faster year-over-year revenue change (19.5% vs -2.0%). Over the past eight quarters, Crane NXT, Co.'s revenue compounded faster (23.3% 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...
Crane Co. is an American industrial products company based in Stamford, Connecticut. Founded by Richard Teller Crane in 1855, it became one of the leading manufacturers of bathroom fixtures in the United States, until 1990, when that division was sold off. In 1960 it began the process of becoming a holding company with a diverse portfolio. Its business segments are Aerospace & Electronics, Engineered Materials, Fluid Handling, and Controls. Industries served by these segments include chemical...
APLE vs CXT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $326.4M | $476.9M |
| Net Profit | $29.6M | $47.5M |
| Gross Margin | 37.2% | 42.4% |
| Operating Margin | 15.2% | 16.7% |
| Net Margin | 9.1% | 10.0% |
| Revenue YoY | -2.0% | 19.5% |
| Net Profit YoY | -0.7% | — |
| EPS (diluted) | $0.13 | $0.82 |
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 | $476.9M | ||
| Q3 25 | $373.9M | $445.1M | ||
| Q2 25 | $384.4M | $404.4M | ||
| Q1 25 | $327.7M | $330.3M | ||
| Q4 24 | $333.0M | $399.1M | ||
| Q3 24 | $378.8M | $403.5M | ||
| Q2 24 | $390.1M | $370.6M | ||
| Q1 24 | $329.5M | $313.6M |
| Q4 25 | $29.6M | $47.5M | ||
| Q3 25 | $50.9M | $50.5M | ||
| Q2 25 | $63.6M | $24.9M | ||
| Q1 25 | $31.2M | $21.7M | ||
| Q4 24 | $29.8M | — | ||
| Q3 24 | $56.3M | $47.1M | ||
| Q2 24 | $73.9M | $41.6M | ||
| Q1 24 | $54.0M | $37.8M |
| Q4 25 | 37.2% | 42.4% | ||
| Q3 25 | 40.6% | 43.3% | ||
| Q2 25 | 42.6% | 41.7% | ||
| Q1 25 | 39.0% | 42.4% | ||
| Q4 24 | 38.6% | 45.2% | ||
| Q3 24 | 41.9% | 42.5% | ||
| Q2 24 | 44.6% | 43.4% | ||
| Q1 24 | 40.1% | 48.6% |
| Q4 25 | 15.2% | 16.7% | ||
| Q3 25 | 19.4% | 18.4% | ||
| Q2 25 | 22.1% | 11.8% | ||
| Q1 25 | 15.5% | 11.3% | ||
| Q4 24 | 15.0% | 17.7% | ||
| Q3 24 | 20.5% | 18.6% | ||
| Q2 24 | 24.0% | 18.2% | ||
| Q1 24 | 21.7% | 17.7% |
| Q4 25 | 9.1% | 10.0% | ||
| Q3 25 | 13.6% | 11.3% | ||
| Q2 25 | 16.6% | 6.2% | ||
| Q1 25 | 9.5% | 6.6% | ||
| Q4 24 | 9.0% | — | ||
| Q3 24 | 14.9% | 11.7% | ||
| Q2 24 | 19.0% | 11.2% | ||
| Q1 24 | 16.4% | 12.1% |
| Q4 25 | $0.13 | $0.82 | ||
| Q3 25 | $0.21 | $0.87 | ||
| Q2 25 | $0.27 | $0.43 | ||
| Q1 25 | $0.13 | $0.38 | ||
| Q4 24 | $0.13 | $1.00 | ||
| Q3 24 | $0.23 | $0.81 | ||
| Q2 24 | $0.31 | $0.72 | ||
| Q1 24 | $0.22 | $0.66 |
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 | $233.8M |
| Total DebtLower is stronger | $1.5B | $1.0B |
| Stockholders' EquityBook value | $3.1B | $1.3B |
| Total Assets | $4.9B | $3.1B |
| Debt / EquityLower = less leverage | 0.49× | 0.80× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.5M | $233.8M | ||
| Q3 25 | $50.3M | $182.4M | ||
| Q2 25 | $7.9M | $152.5M | ||
| Q1 25 | $14.9M | $173.8M | ||
| Q4 24 | $10.3M | $165.8M | ||
| Q3 24 | $6.1M | $165.1M | ||
| Q2 24 | $7.2M | $175.5M | ||
| Q1 24 | $4.9M | $220.6M |
| Q4 25 | $1.5B | $1.0B | ||
| Q3 25 | $1.5B | $834.3M | ||
| Q2 25 | $1.5B | $861.8M | ||
| Q1 25 | $1.5B | $541.1M | ||
| Q4 24 | $1.5B | $540.6M | ||
| Q3 24 | $1.5B | $638.2M | ||
| Q2 24 | $1.5B | $638.9M | ||
| Q1 24 | $1.5B | $639.6M |
| Q4 25 | $3.1B | $1.3B | ||
| Q3 25 | $3.2B | $1.2B | ||
| Q2 25 | $3.2B | $1.2B | ||
| Q1 25 | $3.2B | $1.1B | ||
| Q4 24 | $3.3B | $1.1B | ||
| Q3 24 | $3.3B | $1.1B | ||
| Q2 24 | $3.3B | $989.8M | ||
| Q1 24 | $3.3B | $964.1M |
| Q4 25 | $4.9B | $3.1B | ||
| Q3 25 | $4.9B | $2.9B | ||
| Q2 25 | $4.9B | $2.9B | ||
| Q1 25 | $4.9B | $2.4B | ||
| Q4 24 | $5.0B | $2.4B | ||
| Q3 24 | $5.0B | $2.4B | ||
| Q2 24 | $5.1B | $2.4B | ||
| Q1 24 | $5.0B | $2.1B |
| Q4 25 | 0.49× | 0.80× | ||
| Q3 25 | 0.47× | 0.69× | ||
| Q2 25 | 0.48× | 0.73× | ||
| Q1 25 | 0.48× | 0.49× | ||
| Q4 24 | 0.45× | 0.51× | ||
| Q3 24 | 0.46× | 0.60× | ||
| Q2 24 | 0.46× | 0.65× | ||
| Q1 24 | 0.45× | 0.66× |
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 | $105.8M |
| Free Cash FlowOCF − Capex | $282.0M | — |
| FCF MarginFCF / Revenue | 86.4% | — |
| Capex IntensityCapex / Revenue | 27.0% | — |
| Cash ConversionOCF / Net Profit | 12.50× | 2.23× |
| TTM Free Cash FlowTrailing 4 quarters | $516.8M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $370.2M | $105.8M | ||
| Q3 25 | $126.4M | $92.0M | ||
| Q2 25 | $108.8M | $62.8M | ||
| Q1 25 | $49.1M | $-19.1M | ||
| Q4 24 | $405.4M | $81.1M | ||
| Q3 24 | $128.2M | $66.7M | ||
| Q2 24 | $127.3M | $56.8M | ||
| Q1 24 | $54.7M | $9.5M |
| Q4 25 | $282.0M | — | ||
| Q3 25 | $109.0M | $78.7M | ||
| Q2 25 | $96.2M | $55.8M | ||
| Q1 25 | $29.5M | $-32.2M | ||
| Q4 24 | $327.1M | — | ||
| Q3 24 | $113.1M | $53.5M | ||
| Q2 24 | $115.0M | $47.9M | ||
| Q1 24 | $34.4M | $-3.0M |
| Q4 25 | 86.4% | — | ||
| Q3 25 | 29.2% | 17.7% | ||
| Q2 25 | 25.0% | 13.8% | ||
| Q1 25 | 9.0% | -9.7% | ||
| Q4 24 | 98.2% | — | ||
| Q3 24 | 29.9% | 13.3% | ||
| Q2 24 | 29.5% | 12.9% | ||
| Q1 24 | 10.4% | -1.0% |
| Q4 25 | 27.0% | — | ||
| Q3 25 | 4.7% | 3.0% | ||
| Q2 25 | 3.3% | 1.7% | ||
| Q1 25 | 6.0% | 4.0% | ||
| Q4 24 | 23.5% | — | ||
| Q3 24 | 4.0% | 3.3% | ||
| Q2 24 | 3.2% | 2.4% | ||
| Q1 24 | 6.2% | 4.0% |
| Q4 25 | 12.50× | 2.23× | ||
| Q3 25 | 2.49× | 1.82× | ||
| Q2 25 | 1.71× | 2.52× | ||
| Q1 25 | 1.57× | -0.88× | ||
| Q4 24 | 13.59× | — | ||
| Q3 24 | 2.28× | 1.42× | ||
| Q2 24 | 1.72× | 1.37× | ||
| Q1 24 | 1.01× | 0.25× |
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% |
CXT
| Other | $260.9M | 55% |
| Products | $181.1M | 38% |
| Services | $34.9M | 7% |
