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Side-by-side financial comparison of Bally's Corp (BALY) and GreenTree Hospitality Group Ltd. (GHG). Click either name above to swap in a different company.
Bally's Corp is the larger business by last-quarter revenue ($746.2M vs $286.9M, roughly 2.6× GreenTree Hospitality Group Ltd.).
Bally's Corporation is an American gambling, betting, and interactive entertainment company headquartered in Providence, Rhode Island. In the US it operates 19 casinos across 11 states, a horse track in Colorado, a golf course in New York, and online sports betting operations in 14 states. In Australia, it operates two properties across two states through its Star Entertainment Group subsidiary.
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.
BALY vs GHG — Head-to-Head
Income Statement — Q4 2025 vs Q3 2024
| Metric | | |
|---|---|---|
| Revenue | $746.2M | $286.9M |
| Net Profit | $-353.2M | — |
| Gross Margin | — | — |
| Operating Margin | -36.8% | — |
| Net Margin | -47.3% | — |
| Revenue YoY | 28.6% | — |
| Net Profit YoY | -311.8% | — |
| EPS (diluted) | $-5.84 | — |
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 | $746.2M | — | ||
| Q3 25 | $663.7M | — | ||
| Q2 25 | $657.5M | — | ||
| Q1 25 | $368.7M | — | ||
| Q4 24 | $580.4M | — | ||
| Q3 24 | $630.0M | $286.9M | ||
| Q2 24 | $621.7M | — | ||
| Q1 24 | $618.5M | — |
| Q4 25 | $-353.2M | — | ||
| Q3 25 | $-102.9M | — | ||
| Q2 25 | $-228.4M | — | ||
| Q1 25 | $34.5M | — | ||
| Q4 24 | $-85.8M | — | ||
| Q3 24 | $-247.9M | — | ||
| Q2 24 | $-60.2M | — | ||
| Q1 24 | $-173.9M | — |
| Q4 25 | -36.8% | — | ||
| Q3 25 | 0.1% | — | ||
| Q2 25 | -0.4% | — | ||
| Q1 25 | -0.5% | — | ||
| Q4 24 | -5.6% | — | ||
| Q3 24 | -25.0% | — | ||
| Q2 24 | 0.9% | — | ||
| Q1 24 | -12.0% | — |
| Q4 25 | -47.3% | — | ||
| Q3 25 | -15.5% | — | ||
| Q2 25 | -34.7% | — | ||
| Q1 25 | 9.4% | — | ||
| Q4 24 | -14.8% | — | ||
| Q3 24 | -39.3% | — | ||
| Q2 24 | -9.7% | — | ||
| Q1 24 | -28.1% | — |
| Q4 25 | $-5.84 | — | ||
| Q3 25 | $-1.70 | — | ||
| Q2 25 | $-3.76 | — | ||
| Q1 25 | $0.57 | — | ||
| Q4 24 | $-1.76 | — | ||
| Q3 24 | $-5.10 | — | ||
| Q2 24 | $-1.24 | — | ||
| Q1 24 | $-3.61 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $798.4M | — |
| Total DebtLower is stronger | $4.5B | — |
| Stockholders' EquityBook value | $994.7M | — |
| Total Assets | $11.2B | — |
| Debt / EquityLower = less leverage | 4.52× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $798.4M | — | ||
| Q3 25 | $160.7M | — | ||
| Q2 25 | $174.6M | — | ||
| Q1 25 | $209.7M | — | ||
| Q4 24 | $171.2M | — | ||
| Q3 24 | $191.0M | — | ||
| Q2 24 | $154.7M | — | ||
| Q1 24 | $169.4M | — |
| Q4 25 | $4.5B | — | ||
| Q3 25 | $3.7B | — | ||
| Q2 25 | $3.6B | — | ||
| Q1 25 | $3.5B | — | ||
| Q4 24 | $3.3B | — | ||
| Q3 24 | $3.7B | — | ||
| Q2 24 | $3.7B | — | ||
| Q1 24 | $3.7B | — |
| Q4 25 | $994.7M | — | ||
| Q3 25 | $521.5M | — | ||
| Q2 25 | $630.1M | — | ||
| Q1 25 | $796.5M | — | ||
| Q4 24 | $30.9M | — | ||
| Q3 24 | $233.4M | — | ||
| Q2 24 | $393.1M | — | ||
| Q1 24 | $449.4M | — |
| Q4 25 | $11.2B | — | ||
| Q3 25 | $7.6B | — | ||
| Q2 25 | $7.8B | — | ||
| Q1 25 | $7.5B | — | ||
| Q4 24 | $5.9B | — | ||
| Q3 24 | $6.4B | — | ||
| Q2 24 | $6.6B | — | ||
| Q1 24 | $6.6B | — |
| Q4 25 | 4.52× | — | ||
| Q3 25 | 7.17× | — | ||
| Q2 25 | 5.68× | — | ||
| Q1 25 | 4.33× | — | ||
| Q4 24 | 107.40× | — | ||
| Q3 24 | 15.73× | — | ||
| Q2 24 | 9.34× | — | ||
| Q1 24 | 8.19× | — |
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 | — | $20.3M |
| Free Cash FlowOCF − Capex | — | $16.2M |
| FCF MarginFCF / Revenue | — | 5.6% |
| Capex IntensityCapex / Revenue | 5.1% | 1.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | $-88.6M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $42.0M | — | ||
| Q4 24 | $37.8M | — | ||
| Q3 24 | $36.5M | $20.3M | ||
| Q2 24 | $47.6M | — | ||
| Q1 24 | $-7.9M | — |
| Q4 25 | — | — | ||
| Q3 25 | $-139.3M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $11.5M | — | ||
| Q4 24 | $-5.9M | — | ||
| Q3 24 | $-55.8M | $16.2M | ||
| Q2 24 | $11.8M | — | ||
| Q1 24 | $-35.9M | — |
| Q4 25 | — | — | ||
| Q3 25 | -21.0% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 3.1% | — | ||
| Q4 24 | -1.0% | — | ||
| Q3 24 | -8.9% | 5.6% | ||
| Q2 24 | 1.9% | — | ||
| Q1 24 | -5.8% | — |
| Q4 25 | 5.1% | — | ||
| Q3 25 | 7.6% | — | ||
| Q2 25 | 7.4% | — | ||
| Q1 25 | 8.3% | — | ||
| Q4 24 | 7.5% | — | ||
| Q3 24 | 14.7% | 1.4% | ||
| Q2 24 | 5.7% | — | ||
| Q1 24 | 4.5% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 1.22× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BALY
| Casinos Resorts | $366.2M | 49% |
| Non Casino | $172.7M | 23% |
| Food And Beverage | $74.6M | 10% |
| Hotel | $69.9M | 9% |
| North America Interactive | $62.3M | 8% |
| Loyalty Programs | $6.7M | 1% |
GHG
Segment breakdown not available.
