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Side-by-side financial comparison of GreenTree Hospitality Group Ltd. (GHG) and Regency Centers (REG). Click either name above to swap in a different company.
Regency Centers is the larger business by last-quarter revenue ($404.2M vs $286.9M, roughly 1.4× 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.
Regency Centers Corporation is a real estate investment trust based in Jacksonville, Florida, and is one of the largest operators of shopping centers with grocery stores as anchor tenants. As of October 21, 2020, the company owned 415 properties comprising 56-million-square feet of space. Notable properties owned by the company include Serramonte Center and a 30% interest in Village District.
GHG vs REG — Head-to-Head
Income Statement — Q3 FY2024 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $286.9M | $404.2M |
| Net Profit | — | $202.5M |
| Gross Margin | — | — |
| Operating Margin | — | 71.0% |
| Net Margin | — | 50.1% |
| Revenue YoY | — | 8.5% |
| Net Profit YoY | — | 134.1% |
| 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.
| Q4 25 | — | $404.2M | ||
| Q3 25 | — | $387.6M | ||
| Q2 25 | — | $380.8M | ||
| Q1 25 | — | $380.9M | ||
| Q4 24 | — | $372.5M | ||
| Q3 24 | $286.9M | $360.3M | ||
| Q2 24 | — | $357.3M | ||
| Q1 24 | — | $363.9M |
| Q4 25 | — | $202.5M | ||
| Q3 25 | — | $109.4M | ||
| Q2 25 | — | $106.0M | ||
| Q1 25 | — | $109.6M | ||
| Q4 24 | — | $86.5M | ||
| Q3 24 | — | $101.5M | ||
| Q2 24 | — | $102.7M | ||
| Q1 24 | — | $109.8M |
| Q4 25 | — | 71.0% | ||
| Q3 25 | — | 72.7% | ||
| Q2 25 | — | 73.8% | ||
| Q1 25 | — | 71.8% | ||
| Q4 24 | — | 71.1% | ||
| Q3 24 | — | 72.5% | ||
| Q2 24 | — | 72.3% | ||
| Q1 24 | — | 72.3% |
| Q4 25 | — | 50.1% | ||
| Q3 25 | — | 28.2% | ||
| Q2 25 | — | 27.8% | ||
| Q1 25 | — | 28.8% | ||
| Q4 24 | — | 23.2% | ||
| Q3 24 | — | 28.2% | ||
| Q2 24 | — | 28.7% | ||
| Q1 24 | — | 30.2% |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | — | $4.7B |
| Stockholders' EquityBook value | — | $6.9B |
| Total Assets | — | $13.0B |
| Debt / EquityLower = less leverage | — | 0.69× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $4.7B | ||
| Q3 25 | — | $4.9B | ||
| Q2 25 | — | $4.8B | ||
| Q1 25 | — | $4.6B | ||
| Q4 24 | — | $4.4B | ||
| Q3 24 | — | $4.4B | ||
| Q2 24 | — | $4.4B | ||
| Q1 24 | — | $4.4B |
| Q4 25 | — | $6.9B | ||
| Q3 25 | — | $6.8B | ||
| Q2 25 | — | $6.7B | ||
| Q1 25 | — | $6.7B | ||
| Q4 24 | — | $6.7B | ||
| Q3 24 | — | $6.8B | ||
| Q2 24 | — | $6.8B | ||
| Q1 24 | — | $7.0B |
| Q4 25 | — | $13.0B | ||
| Q3 25 | — | $13.1B | ||
| Q2 25 | — | $12.7B | ||
| Q1 25 | — | $12.6B | ||
| Q4 24 | — | $12.4B | ||
| Q3 24 | — | $12.4B | ||
| Q2 24 | — | $12.4B | ||
| Q1 24 | — | $12.7B |
| Q4 25 | — | 0.69× | ||
| Q3 25 | — | 0.72× | ||
| Q2 25 | — | 0.72× | ||
| Q1 25 | — | 0.69× | ||
| Q4 24 | — | 0.66× | ||
| Q3 24 | — | 0.65× | ||
| Q2 24 | — | 0.64× | ||
| Q1 24 | — | 0.63× |
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 | $203.9M |
| Free Cash FlowOCF − Capex | $16.2M | — |
| FCF MarginFCF / Revenue | 5.6% | — |
| Capex IntensityCapex / Revenue | 1.4% | — |
| Cash ConversionOCF / Net Profit | — | 1.01× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $203.9M | ||
| Q3 25 | — | $218.7M | ||
| Q2 25 | — | $244.0M | ||
| Q1 25 | — | $161.0M | ||
| Q4 24 | — | $191.4M | ||
| Q3 24 | $20.3M | $227.6M | ||
| Q2 24 | — | $203.5M | ||
| Q1 24 | — | $167.8M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $16.2M | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 5.6% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 1.4% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 1.01× | ||
| Q3 25 | — | 2.00× | ||
| Q2 25 | — | 2.30× | ||
| Q1 25 | — | 1.47× | ||
| Q4 24 | — | 2.21× | ||
| Q3 24 | — | 2.24× | ||
| Q2 24 | — | 1.98× | ||
| Q1 24 | — | 1.53× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GHG
Segment breakdown not available.
REG
| Shopping Centers | $418.0M | 103% |
| Propertymanagementservices | $4.1M | 1% |
| Assetmanagementservices | $1.7M | 0% |
