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Side-by-side financial comparison of Apple Hospitality REIT, Inc. (APLE) and RLJ Lodging Trust (RLJ). Click either name above to swap in a different company.
RLJ Lodging Trust is the larger business by last-quarter revenue ($328.6M vs $326.4M, roughly 1.0× Apple Hospitality REIT, Inc.). Apple Hospitality REIT, Inc. runs the higher net margin — 9.1% vs 0.1%, a 8.9% gap on every dollar of revenue. On growth, RLJ Lodging Trust posted the faster year-over-year revenue change (-0.4% vs -2.0%). Apple Hospitality REIT, Inc. produced more free cash flow last quarter ($282.0M vs $117.4M). Over the past eight quarters, RLJ Lodging Trust's revenue compounded faster (0.6% 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...
The RLJ Companies is an American asset management firm owned by entrepreneur Robert Louis Johnson. After selling Black Entertainment Television in 2001, Johnson's first company, he created RLJ Companies in Bethesda, Maryland. The company's network includes hotel real estate investment, private equity, financial services, asset management, insurance services, car dealerships, sports and entertainment, and video lottery terminal (VLT) gaming. The company is headquartered in Bethesda and has add...
APLE vs RLJ — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $326.4M | $328.6M |
| Net Profit | $29.6M | $430.0K |
| Gross Margin | 37.2% | — |
| Operating Margin | 15.2% | 0.2% |
| Net Margin | 9.1% | 0.1% |
| Revenue YoY | -2.0% | -0.4% |
| Net Profit YoY | -0.7% | -92.0% |
| EPS (diluted) | $0.13 | $-0.05 |
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 | $328.6M | ||
| Q3 25 | $373.9M | $330.0M | ||
| Q2 25 | $384.4M | $363.1M | ||
| Q1 25 | $327.7M | $328.1M | ||
| Q4 24 | $333.0M | $330.0M | ||
| Q3 24 | $378.8M | $345.7M | ||
| Q2 24 | $390.1M | $369.3M | ||
| Q1 24 | $329.5M | $324.4M |
| Q4 25 | $29.6M | $430.0K | ||
| Q3 25 | $50.9M | $-3.7M | ||
| Q2 25 | $63.6M | $28.5M | ||
| Q1 25 | $31.2M | $3.4M | ||
| Q4 24 | $29.8M | $5.4M | ||
| Q3 24 | $56.3M | $20.6M | ||
| Q2 24 | $73.9M | $37.1M | ||
| Q1 24 | $54.0M | $4.9M |
| 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% | 0.2% | ||
| Q3 25 | 19.4% | -1.0% | ||
| Q2 25 | 22.1% | 8.0% | ||
| Q1 25 | 15.5% | 1.1% | ||
| Q4 24 | 15.0% | 1.8% | ||
| Q3 24 | 20.5% | 6.1% | ||
| Q2 24 | 24.0% | 10.2% | ||
| Q1 24 | 21.7% | 1.6% |
| Q4 25 | 9.1% | 0.1% | ||
| Q3 25 | 13.6% | -1.1% | ||
| Q2 25 | 16.6% | 7.8% | ||
| Q1 25 | 9.5% | 1.0% | ||
| Q4 24 | 9.0% | 1.6% | ||
| Q3 24 | 14.9% | 6.0% | ||
| Q2 24 | 19.0% | 10.0% | ||
| Q1 24 | 16.4% | 1.5% |
| Q4 25 | $0.13 | $-0.05 | ||
| Q3 25 | $0.21 | $-0.07 | ||
| Q2 25 | $0.27 | $0.15 | ||
| Q1 25 | $0.13 | $-0.02 | ||
| Q4 24 | $0.13 | $-0.01 | ||
| Q3 24 | $0.23 | $0.09 | ||
| Q2 24 | $0.31 | $0.20 | ||
| Q1 24 | $0.22 | $-0.01 |
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 | $410.2M |
| Total DebtLower is stronger | $1.5B | $2.2B |
| Stockholders' EquityBook value | $3.1B | $2.2B |
| Total Assets | $4.9B | $4.7B |
| Debt / EquityLower = less leverage | 0.49× | 1.01× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.5M | $410.2M | ||
| Q3 25 | $50.3M | $374.8M | ||
| Q2 25 | $7.9M | $373.9M | ||
| Q1 25 | $14.9M | $347.5M | ||
| Q4 24 | $10.3M | $409.8M | ||
| Q3 24 | $6.1M | $385.4M | ||
| Q2 24 | $7.2M | $371.1M | ||
| Q1 24 | $4.9M | $350.2M |
| Q4 25 | $1.5B | $2.2B | ||
| Q3 25 | $1.5B | $2.2B | ||
| Q2 25 | $1.5B | $2.2B | ||
| Q1 25 | $1.5B | $2.2B | ||
| Q4 24 | $1.5B | $2.2B | ||
| Q3 24 | $1.5B | $2.2B | ||
| Q2 24 | $1.5B | $2.2B | ||
| Q1 24 | $1.5B | $2.2B |
| Q4 25 | $3.1B | $2.2B | ||
| Q3 25 | $3.2B | $2.2B | ||
| Q2 25 | $3.2B | $2.2B | ||
| Q1 25 | $3.2B | $2.2B | ||
| Q4 24 | $3.3B | $2.3B | ||
| Q3 24 | $3.3B | $2.3B | ||
| Q2 24 | $3.3B | $2.3B | ||
| Q1 24 | $3.3B | $2.3B |
| Q4 25 | $4.9B | $4.7B | ||
| Q3 25 | $4.9B | $4.8B | ||
| Q2 25 | $4.9B | $4.8B | ||
| Q1 25 | $4.9B | $4.8B | ||
| Q4 24 | $5.0B | $4.9B | ||
| Q3 24 | $5.0B | $4.9B | ||
| Q2 24 | $5.1B | $4.9B | ||
| Q1 24 | $5.0B | $4.9B |
| Q4 25 | 0.49× | 1.01× | ||
| Q3 25 | 0.47× | 1.01× | ||
| Q2 25 | 0.48× | 1.00× | ||
| Q1 25 | 0.48× | 0.99× | ||
| Q4 24 | 0.45× | 0.97× | ||
| Q3 24 | 0.46× | 0.96× | ||
| Q2 24 | 0.46× | 0.95× | ||
| Q1 24 | 0.45× | 0.96× |
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 | $243.8M |
| Free Cash FlowOCF − Capex | $282.0M | $117.4M |
| FCF MarginFCF / Revenue | 86.4% | 35.7% |
| Capex IntensityCapex / Revenue | 27.0% | 38.5% |
| Cash ConversionOCF / Net Profit | 12.50× | 566.97× |
| TTM Free Cash FlowTrailing 4 quarters | $516.8M | $186.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $370.2M | $243.8M | ||
| Q3 25 | $126.4M | $63.3M | ||
| Q2 25 | $108.8M | $101.3M | ||
| Q1 25 | $49.1M | $16.3M | ||
| Q4 24 | $405.4M | $285.4M | ||
| Q3 24 | $128.2M | $80.1M | ||
| Q2 24 | $127.3M | $113.5M | ||
| Q1 24 | $54.7M | $20.8M |
| Q4 25 | $282.0M | $117.4M | ||
| Q3 25 | $109.0M | $33.6M | ||
| Q2 25 | $96.2M | $66.1M | ||
| Q1 25 | $29.5M | $-30.5M | ||
| Q4 24 | $327.1M | $148.9M | ||
| Q3 24 | $113.1M | $45.4M | ||
| Q2 24 | $115.0M | $74.9M | ||
| Q1 24 | $34.4M | $-13.0M |
| Q4 25 | 86.4% | 35.7% | ||
| Q3 25 | 29.2% | 10.2% | ||
| Q2 25 | 25.0% | 18.2% | ||
| Q1 25 | 9.0% | -9.3% | ||
| Q4 24 | 98.2% | 45.1% | ||
| Q3 24 | 29.9% | 13.1% | ||
| Q2 24 | 29.5% | 20.3% | ||
| Q1 24 | 10.4% | -4.0% |
| Q4 25 | 27.0% | 38.5% | ||
| Q3 25 | 4.7% | 9.0% | ||
| Q2 25 | 3.3% | 9.7% | ||
| Q1 25 | 6.0% | 14.3% | ||
| Q4 24 | 23.5% | 41.4% | ||
| Q3 24 | 4.0% | 10.0% | ||
| Q2 24 | 3.2% | 10.4% | ||
| Q1 24 | 6.2% | 10.4% |
| Q4 25 | 12.50× | 566.97× | ||
| Q3 25 | 2.49× | — | ||
| Q2 25 | 1.71× | 3.56× | ||
| Q1 25 | 1.57× | 4.85× | ||
| Q4 24 | 13.59× | 53.09× | ||
| Q3 24 | 2.28× | 3.89× | ||
| Q2 24 | 1.72× | 3.06× | ||
| Q1 24 | 1.01× | 4.21× |
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% |
RLJ
| Occupancy | $262.1M | 80% |
| Food And Beverage | $41.9M | 13% |
| Hotel Other | $24.6M | 7% |
