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Side-by-side financial comparison of Natural Grocers by Vitamin Cottage, Inc. (NGVC) and RLJ Lodging Trust (RLJ). Click either name above to swap in a different company.
Natural Grocers by Vitamin Cottage, Inc. is the larger business by last-quarter revenue ($335.6M vs $328.6M, roughly 1.0× RLJ Lodging Trust). Natural Grocers by Vitamin Cottage, Inc. runs the higher net margin — 3.4% vs 0.1%, a 3.2% gap on every dollar of revenue. On growth, Natural Grocers by Vitamin Cottage, Inc. posted the faster year-over-year revenue change (1.6% vs -0.4%). RLJ Lodging Trust produced more free cash flow last quarter ($117.4M vs $11.6M). Over the past eight quarters, Natural Grocers by Vitamin Cottage, Inc.'s revenue compounded faster (4.4% CAGR vs 0.6%).
Natural Grocers by Vitamin Cottage, Inc. is a U.S.-based specialty retail chain that offers certified organic groceries, dietary supplements, natural personal care items, and eco-friendly household products. It serves health-conscious consumers across multiple U.S. states, following strict quality standards that exclude artificial preservatives, colors, flavors and harmful additives.
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...
NGVC vs RLJ — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $335.6M | $328.6M |
| Net Profit | $11.3M | $430.0K |
| Gross Margin | 29.5% | — |
| Operating Margin | 4.4% | 0.2% |
| Net Margin | 3.4% | 0.1% |
| Revenue YoY | 1.6% | -0.4% |
| Net Profit YoY | 14.0% | -92.0% |
| EPS (diluted) | $0.49 | $-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 | $335.6M | $328.6M | ||
| Q3 25 | $336.1M | $330.0M | ||
| Q2 25 | $328.7M | $363.1M | ||
| Q1 25 | $335.8M | $328.1M | ||
| Q4 24 | $330.2M | $330.0M | ||
| Q3 24 | $322.7M | $345.7M | ||
| Q2 24 | $309.1M | $369.3M | ||
| Q1 24 | $308.1M | $324.4M |
| Q4 25 | $11.3M | $430.0K | ||
| Q3 25 | $11.8M | $-3.7M | ||
| Q2 25 | $11.6M | $28.5M | ||
| Q1 25 | $13.1M | $3.4M | ||
| Q4 24 | $9.9M | $5.4M | ||
| Q3 24 | $9.0M | $20.6M | ||
| Q2 24 | $9.2M | $37.1M | ||
| Q1 24 | $8.0M | $4.9M |
| Q4 25 | 29.5% | — | ||
| Q3 25 | 29.5% | — | ||
| Q2 25 | 29.9% | — | ||
| Q1 25 | 30.3% | — | ||
| Q4 24 | 29.9% | — | ||
| Q3 24 | 29.6% | — | ||
| Q2 24 | 29.2% | — | ||
| Q1 24 | 29.3% | — |
| Q4 25 | 4.4% | 0.2% | ||
| Q3 25 | 4.6% | -1.0% | ||
| Q2 25 | 4.7% | 8.0% | ||
| Q1 25 | 5.2% | 1.1% | ||
| Q4 24 | 4.0% | 1.8% | ||
| Q3 24 | 3.7% | 6.1% | ||
| Q2 24 | 4.2% | 10.2% | ||
| Q1 24 | 3.7% | 1.6% |
| Q4 25 | 3.4% | 0.1% | ||
| Q3 25 | 3.5% | -1.1% | ||
| Q2 25 | 3.5% | 7.8% | ||
| Q1 25 | 3.9% | 1.0% | ||
| Q4 24 | 3.0% | 1.6% | ||
| Q3 24 | 2.8% | 6.0% | ||
| Q2 24 | 3.0% | 10.0% | ||
| Q1 24 | 2.6% | 1.5% |
| Q4 25 | $0.49 | $-0.05 | ||
| Q3 25 | $0.51 | $-0.07 | ||
| Q2 25 | $0.50 | $0.15 | ||
| Q1 25 | $0.56 | $-0.02 | ||
| Q4 24 | $0.43 | $-0.01 | ||
| Q3 24 | $0.38 | $0.09 | ||
| Q2 24 | $0.40 | $0.20 | ||
| Q1 24 | $0.35 | $-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 | $23.2M | $410.2M |
| Total DebtLower is stronger | — | $2.2B |
| Stockholders' EquityBook value | $220.0M | $2.2B |
| Total Assets | $668.6M | $4.7B |
| Debt / EquityLower = less leverage | — | 1.01× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $23.2M | $410.2M | ||
| Q3 25 | $17.1M | $374.8M | ||
| Q2 25 | $13.2M | $373.9M | ||
| Q1 25 | $21.2M | $347.5M | ||
| Q4 24 | $6.3M | $409.8M | ||
| Q3 24 | $8.9M | $385.4M | ||
| Q2 24 | $13.9M | $371.1M | ||
| Q1 24 | $11.0M | $350.2M |
| Q4 25 | — | $2.2B | ||
| Q3 25 | — | $2.2B | ||
| Q2 25 | — | $2.2B | ||
| Q1 25 | — | $2.2B | ||
| Q4 24 | — | $2.2B | ||
| Q3 24 | — | $2.2B | ||
| Q2 24 | — | $2.2B | ||
| Q1 24 | — | $2.2B |
| Q4 25 | $220.0M | $2.2B | ||
| Q3 25 | $212.4M | $2.2B | ||
| Q2 25 | $202.5M | $2.2B | ||
| Q1 25 | $193.0M | $2.2B | ||
| Q4 24 | $181.9M | $2.3B | ||
| Q3 24 | $174.3M | $2.3B | ||
| Q2 24 | $167.8M | $2.3B | ||
| Q1 24 | $160.0M | $2.3B |
| Q4 25 | $668.6M | $4.7B | ||
| Q3 25 | $670.5M | $4.8B | ||
| Q2 25 | $659.0M | $4.8B | ||
| Q1 25 | $664.6M | $4.8B | ||
| Q4 24 | $648.9M | $4.9B | ||
| Q3 24 | $655.5M | $4.9B | ||
| Q2 24 | $654.4M | $4.9B | ||
| Q1 24 | $656.6M | $4.9B |
| Q4 25 | — | 1.01× | ||
| Q3 25 | — | 1.01× | ||
| Q2 25 | — | 1.00× | ||
| Q1 25 | — | 0.99× | ||
| Q4 24 | — | 0.97× | ||
| Q3 24 | — | 0.96× | ||
| Q2 24 | — | 0.95× | ||
| Q1 24 | — | 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 | $21.1M | $243.8M |
| Free Cash FlowOCF − Capex | $11.6M | $117.4M |
| FCF MarginFCF / Revenue | 3.4% | 35.7% |
| Capex IntensityCapex / Revenue | 2.9% | 38.5% |
| Cash ConversionOCF / Net Profit | 1.86× | 566.97× |
| TTM Free Cash FlowTrailing 4 quarters | $42.6M | $186.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $21.1M | $243.8M | ||
| Q3 25 | $15.6M | $63.3M | ||
| Q2 25 | $2.9M | $101.3M | ||
| Q1 25 | $34.1M | $16.3M | ||
| Q4 24 | $2.7M | $285.4M | ||
| Q3 24 | $24.5M | $80.1M | ||
| Q2 24 | $12.4M | $113.5M | ||
| Q1 24 | $20.2M | $20.8M |
| Q4 25 | $11.6M | $117.4M | ||
| Q3 25 | $7.5M | $33.6M | ||
| Q2 25 | $-4.2M | $66.1M | ||
| Q1 25 | $27.6M | $-30.5M | ||
| Q4 24 | $-6.9M | $148.9M | ||
| Q3 24 | $18.0M | $45.4M | ||
| Q2 24 | $3.6M | $74.9M | ||
| Q1 24 | $9.8M | $-13.0M |
| Q4 25 | 3.4% | 35.7% | ||
| Q3 25 | 2.2% | 10.2% | ||
| Q2 25 | -1.3% | 18.2% | ||
| Q1 25 | 8.2% | -9.3% | ||
| Q4 24 | -2.1% | 45.1% | ||
| Q3 24 | 5.6% | 13.1% | ||
| Q2 24 | 1.2% | 20.3% | ||
| Q1 24 | 3.2% | -4.0% |
| Q4 25 | 2.9% | 38.5% | ||
| Q3 25 | 2.4% | 9.0% | ||
| Q2 25 | 2.2% | 9.7% | ||
| Q1 25 | 1.9% | 14.3% | ||
| Q4 24 | 2.9% | 41.4% | ||
| Q3 24 | 2.0% | 10.0% | ||
| Q2 24 | 2.9% | 10.4% | ||
| Q1 24 | 3.4% | 10.4% |
| Q4 25 | 1.86× | 566.97× | ||
| Q3 25 | 1.32× | — | ||
| Q2 25 | 0.25× | 3.56× | ||
| Q1 25 | 2.60× | 4.85× | ||
| Q4 24 | 0.27× | 53.09× | ||
| Q3 24 | 2.72× | 3.89× | ||
| Q2 24 | 1.35× | 3.06× | ||
| Q1 24 | 2.54× | 4.21× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
NGVC
| Grocery | $243.8M | 73% |
| Dietary Supplements | $60.7M | 18% |
| Manufactured Product Other | $31.0M | 9% |
RLJ
| Occupancy | $262.1M | 80% |
| Food And Beverage | $41.9M | 13% |
| Hotel Other | $24.6M | 7% |
