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Side-by-side financial comparison of GreenTree Hospitality Group Ltd. (GHG) and Navios Maritime Partners L.P. (NMM). Click either name above to swap in a different company.
Navios Maritime Partners L.P. is the larger business by last-quarter revenue ($327.6M vs $286.9M, roughly 1.1× GreenTree Hospitality Group Ltd.).
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.
Navios Maritime Holdings Inc. is a multinational, vertically integrated seaborne shipping and logistics company focused on the transport and transshipment of drybulk commodities including iron ore, coal and grain.
GHG vs NMM — Head-to-Head
Income Statement — Q3 FY2024 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $286.9M | $327.6M |
| Net Profit | — | $69.9M |
| Gross Margin | — | 90.5% |
| Operating Margin | — | — |
| Net Margin | — | 21.4% |
| Revenue YoY | — | -4.3% |
| Net Profit YoY | — | -31.1% |
| EPS (diluted) | — | — |
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.
| Q2 25 | — | $327.6M | ||
| Q3 24 | $286.9M | — | ||
| Q2 24 | — | $342.2M | ||
| Q2 23 | — | $346.9M | ||
| Q2 22 | — | $280.7M |
| Q2 25 | — | $69.9M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $101.5M | ||
| Q2 23 | — | $112.3M | ||
| Q2 22 | — | $118.2M |
| Q2 25 | — | 90.5% | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 88.3% | ||
| Q2 23 | — | 87.9% | ||
| Q2 22 | — | 92.3% |
| Q2 25 | — | 21.4% | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 29.7% | ||
| Q2 23 | — | 32.4% | ||
| Q2 22 | — | 42.1% |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $377.0M |
| Total DebtLower is stronger | — | $2.0B |
| Stockholders' EquityBook value | — | — |
| Total Assets | — | $5.9B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q2 25 | — | $377.0M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $272.0M | ||
| Q2 23 | — | $261.4M | ||
| Q2 22 | — | $163.4M |
| Q2 25 | — | $2.0B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $1.4B | ||
| Q2 23 | — | $1.6B | ||
| Q2 22 | — | $1.1B |
| Q2 25 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | $2.6B | ||
| Q2 22 | — | $2.0B |
| Q2 25 | — | $5.9B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $5.3B | ||
| Q2 23 | — | $5.0B | ||
| Q2 22 | — | $3.7B |
| Q2 25 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | 0.64× | ||
| Q2 22 | — | 0.54× |
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 | 1.4% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q2 25 | — | — | ||
| Q3 24 | $20.3M | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
| Q2 25 | — | — | ||
| Q3 24 | $16.2M | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
| Q2 25 | — | — | ||
| Q3 24 | 5.6% | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
| Q2 25 | — | — | ||
| Q3 24 | 1.4% | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
