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Side-by-side financial comparison of Atour Lifestyle Holdings Ltd (ATAT) and GreenTree Hospitality Group Ltd. (GHG). Click either name above to swap in a different company.
Atour Lifestyle Holdings Ltd is the larger business by last-quarter revenue ($789.6M vs $286.9M, roughly 2.8× GreenTree Hospitality Group Ltd.). Atour Lifestyle Holdings Ltd produced more free cash flow last quarter ($210.7M vs $16.2M).
Atour Lifestyle Holdings Ltd is a leading China-based hospitality and lifestyle enterprise. It operates a wide portfolio of mid-to-premium hotel brands for business and leisure travelers, and offers complementary lifestyle retail products and experience services, catering primarily to middle-class consumers across domestic and selected overseas markets.
GreenTree Hospitality Group Ltd. is a pure play franchised hotel operator, headquartered in Shanghai, China, with the majority of its hotels both franchised-and-managed. In 2017, GreenTree was the fourth largest economy to mid-scale hotel group in China based on the number of hotel rooms according to China Hospitality Association.
ATAT vs GHG — Head-to-Head
Income Statement — Q3 2025 vs Q3 2024
| Metric | | |
|---|---|---|
| Revenue | $789.6M | $286.9M |
| Net Profit | $139.1M | — |
| Gross Margin | — | — |
| Operating Margin | 22.5% | — |
| Net Margin | 17.6% | — |
| Revenue YoY | 252.5% | — |
| Net Profit YoY | 322.2% | — |
| EPS (diluted) | $0.33 | — |
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.
| Q3 25 | $789.6M | — | ||
| Q3 24 | $224.0M | $286.9M | ||
| Q1 24 | $203.4M | — | ||
| Q1 23 | $106.8M | — |
| Q3 25 | $139.1M | — | ||
| Q3 24 | $33.0M | — | ||
| Q1 24 | $35.6M | — | ||
| Q1 23 | $2.5M | — |
| Q3 25 | 22.5% | — | ||
| Q3 24 | 14.7% | — | ||
| Q1 24 | 22.1% | — | ||
| Q1 23 | 8.0% | — |
| Q3 25 | 17.6% | — | ||
| Q3 24 | 14.7% | — | ||
| Q1 24 | 17.5% | — | ||
| Q1 23 | 2.3% | — |
| Q3 25 | $0.33 | — | ||
| Q3 24 | $0.08 | — | ||
| Q1 24 | $0.09 | — | ||
| Q1 23 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $669.2M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $405.0M | — |
| Total Assets | $1.1B | — |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $669.2M | — | ||
| Q3 24 | $506.0M | — | ||
| Q1 24 | $520.7M | — | ||
| Q1 23 | $272.5M | — |
| Q3 25 | — | — | ||
| Q3 24 | — | — | ||
| Q1 24 | $277.0K | — | ||
| Q1 23 | — | — |
| Q3 25 | $405.0M | — | ||
| Q3 24 | $291.3M | — | ||
| Q1 24 | $323.5M | — | ||
| Q1 23 | $185.5M | — |
| Q3 25 | $1.1B | — | ||
| Q3 24 | $927.8M | — | ||
| Q1 24 | $936.3M | — | ||
| Q1 23 | — | — |
| Q3 25 | — | — | ||
| Q3 24 | — | — | ||
| Q1 24 | 0.00× | — | ||
| Q1 23 | — | — |
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 | $216.6M | $20.3M |
| Free Cash FlowOCF − Capex | $210.7M | $16.2M |
| FCF MarginFCF / Revenue | 26.7% | 5.6% |
| Capex IntensityCapex / Revenue | 0.8% | 1.4% |
| Cash ConversionOCF / Net Profit | 1.56× | — |
| TTM Free Cash FlowTrailing 4 quarters | $359.6M | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $216.6M | — | ||
| Q3 24 | $84.8M | $20.3M | ||
| Q1 24 | $19.8M | — | ||
| Q1 23 | $49.9M | — |
| Q3 25 | $210.7M | — | ||
| Q3 24 | $83.3M | $16.2M | ||
| Q1 24 | $18.1M | — | ||
| Q1 23 | $47.5M | — |
| Q3 25 | 26.7% | — | ||
| Q3 24 | 37.2% | 5.6% | ||
| Q1 24 | 8.9% | — | ||
| Q1 23 | 44.5% | — |
| Q3 25 | 0.8% | — | ||
| Q3 24 | 0.7% | 1.4% | ||
| Q1 24 | 0.9% | — | ||
| Q1 23 | 2.3% | — |
| Q3 25 | 1.56× | — | ||
| Q3 24 | 2.57× | — | ||
| Q1 24 | 0.56× | — | ||
| Q1 23 | 20.23× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
