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Side-by-side financial comparison of Ryman Hospitality Properties, Inc. (RHP) and MARRIOTT VACATIONS WORLDWIDE Corp (VAC). Click either name above to swap in a different company.
MARRIOTT VACATIONS WORLDWIDE Corp is the larger business by last-quarter revenue ($1.2B vs $664.6M, roughly 1.9× Ryman Hospitality Properties, Inc.). Ryman Hospitality Properties, Inc. runs the higher net margin — 10.4% vs -35.0%, a 45.5% gap on every dollar of revenue. On growth, Ryman Hospitality Properties, Inc. posted the faster year-over-year revenue change (13.2% vs -0.7%). Over the past eight quarters, MARRIOTT VACATIONS WORLDWIDE Corp's revenue compounded faster (5.2% CAGR vs 4.1%).
Ryman Hospitality Properties, Inc. is a hotel, resort, entertainment, and media company named for one of its assets: the Ryman Auditorium, a National Historic Landmark in Nashville, Tennessee. The company's legal lineage can be traced back to its time as a subsidiary of Edward Gaylord's Oklahoma Publishing Company; however, the backbone of the modern entity was formed with the company's acquisition of WSM, Inc. in 1983. This purchase resulted in the ownership of the Grand Ole Opry and associa...
Marriott Vacations Worldwide Corporation is a pure-play public timeshare company. Formerly a division of Marriott International, Marriott Vacations Worldwide was established as a separate, publicly traded entity focusing primarily on vacation ownership in November 2011. Marriott Vacations Worldwide runs more than 120 resorts with over 700,000 Owners and members in a diverse portfolio of brands under The Marriott Vacation Clubs name. Its brands include Marriott Vacation Club, The Marriott Vaca...
RHP vs VAC — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $664.6M | $1.2B |
| Net Profit | $69.4M | $-431.0M |
| Gross Margin | — | — |
| Operating Margin | 20.7% | — |
| Net Margin | 10.4% | -35.0% |
| Revenue YoY | 13.2% | -0.7% |
| Net Profit YoY | 10.1% | -962.0% |
| EPS (diluted) | $1.03 | $-12.00 |
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.
| Q1 26 | $664.6M | — | ||
| Q4 25 | $737.8M | $1.2B | ||
| Q3 25 | $592.5M | $1.2B | ||
| Q2 25 | $659.5M | $1.2B | ||
| Q1 25 | $587.3M | $1.1B | ||
| Q4 24 | $647.6M | $1.2B | ||
| Q3 24 | $550.0M | $1.2B | ||
| Q2 24 | $613.3M | $1.1B |
| Q1 26 | $69.4M | — | ||
| Q4 25 | $74.5M | $-431.0M | ||
| Q3 25 | $34.9M | $-2.0M | ||
| Q2 25 | $71.8M | $69.0M | ||
| Q1 25 | $63.0M | $56.0M | ||
| Q4 24 | $72.3M | $50.0M | ||
| Q3 24 | $59.0M | $84.0M | ||
| Q2 24 | $100.8M | $37.0M |
| Q1 26 | — | — | ||
| Q4 25 | 41.4% | — | ||
| Q3 25 | 40.9% | — | ||
| Q2 25 | 49.7% | — | ||
| Q1 25 | 44.4% | — | ||
| Q4 24 | 40.4% | — | ||
| Q3 24 | 43.1% | — | ||
| Q2 24 | 48.4% | — |
| Q1 26 | 20.7% | — | ||
| Q4 25 | 19.4% | — | ||
| Q3 25 | 15.0% | — | ||
| Q2 25 | 21.1% | — | ||
| Q1 25 | 19.8% | — | ||
| Q4 24 | 18.6% | — | ||
| Q3 24 | 19.3% | — | ||
| Q2 24 | 27.4% | — |
| Q1 26 | 10.4% | — | ||
| Q4 25 | 10.1% | -35.0% | ||
| Q3 25 | 5.9% | -0.2% | ||
| Q2 25 | 10.9% | 6.0% | ||
| Q1 25 | 10.7% | 5.0% | ||
| Q4 24 | 11.2% | 4.0% | ||
| Q3 24 | 10.7% | 6.9% | ||
| Q2 24 | 16.4% | 3.5% |
| Q1 26 | $1.03 | — | ||
| Q4 25 | $1.12 | $-12.00 | ||
| Q3 25 | $0.53 | $-0.07 | ||
| Q2 25 | $1.12 | $1.77 | ||
| Q1 25 | $1.00 | $1.46 | ||
| Q4 24 | $1.12 | $1.29 | ||
| Q3 24 | $0.94 | $2.12 | ||
| Q2 24 | $1.65 | $0.98 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $406.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $770.8M | $2.0B |
| Total Assets | $6.2B | $9.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $471.4M | $406.0M | ||
| Q3 25 | $483.3M | $474.0M | ||
| Q2 25 | $420.6M | $205.0M | ||
| Q1 25 | $413.9M | $196.0M | ||
| Q4 24 | $477.7M | $197.0M | ||
| Q3 24 | $534.9M | $197.0M | ||
| Q2 24 | $498.4M | $206.0M |
| Q1 26 | $770.8M | — | ||
| Q4 25 | $750.2M | $2.0B | ||
| Q3 25 | $758.5M | $2.5B | ||
| Q2 25 | $800.4M | $2.5B | ||
| Q1 25 | $531.5M | $2.4B | ||
| Q4 24 | $549.0M | $2.4B | ||
| Q3 24 | $551.9M | $2.4B | ||
| Q2 24 | $562.6M | $2.4B |
| Q1 26 | $6.2B | — | ||
| Q4 25 | $6.2B | $9.8B | ||
| Q3 25 | $6.2B | $10.1B | ||
| Q2 25 | $6.1B | $9.9B | ||
| Q1 25 | $5.2B | $9.9B | ||
| Q4 24 | $5.2B | $9.8B | ||
| Q3 24 | $5.2B | $9.7B | ||
| Q2 24 | $5.1B | $9.6B |
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 | — | $6.0M |
| Free Cash FlowOCF − Capex | — | $-6.0M |
| FCF MarginFCF / Revenue | — | -0.5% |
| Capex IntensityCapex / Revenue | — | 1.0% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-29.0M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $164.7M | $6.0M | ||
| Q3 25 | $205.2M | $62.0M | ||
| Q2 25 | $122.5M | $-48.0M | ||
| Q1 25 | $98.2M | $8.0M | ||
| Q4 24 | $166.6M | $100.0M | ||
| Q3 24 | $218.1M | $72.0M | ||
| Q2 24 | $184.3M | $30.0M |
| Q1 26 | — | — | ||
| Q4 25 | $58.5M | $-6.0M | ||
| Q3 25 | $135.4M | $51.0M | ||
| Q2 25 | $53.0M | $-68.0M | ||
| Q1 25 | $-14.5M | $-6.0M | ||
| Q4 24 | $76.0M | $86.0M | ||
| Q3 24 | $85.7M | $58.0M | ||
| Q2 24 | $78.8M | $17.0M |
| Q1 26 | — | — | ||
| Q4 25 | 7.9% | -0.5% | ||
| Q3 25 | 22.9% | 4.3% | ||
| Q2 25 | 8.0% | -5.9% | ||
| Q1 25 | -2.5% | -0.5% | ||
| Q4 24 | 11.7% | 6.9% | ||
| Q3 24 | 15.6% | 4.8% | ||
| Q2 24 | 12.9% | 1.6% |
| Q1 26 | — | — | ||
| Q4 25 | 14.4% | 1.0% | ||
| Q3 25 | 11.8% | 0.9% | ||
| Q2 25 | 10.5% | 1.7% | ||
| Q1 25 | 19.2% | 1.3% | ||
| Q4 24 | 14.0% | 1.1% | ||
| Q3 24 | 24.1% | 1.1% | ||
| Q2 24 | 17.2% | 1.2% |
| Q1 26 | — | — | ||
| Q4 25 | 2.21× | — | ||
| Q3 25 | 5.88× | — | ||
| Q2 25 | 1.71× | -0.70× | ||
| Q1 25 | 1.56× | 0.14× | ||
| Q4 24 | 2.30× | 2.00× | ||
| Q3 24 | 3.70× | 0.86× | ||
| Q2 24 | 1.83× | 0.81× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
RHP
| Food and beverage | $289.3M | 44% |
| Rooms | $223.8M | 34% |
| Entertainment | $79.2M | 12% |
| Other | $72.3M | 11% |
VAC
| Cost Reimbursement | $467.0M | 38% |
| Time Share | $381.0M | 31% |
| Management And Exchange | $212.0M | 17% |
| Ancillary Revenues | $64.0M | 5% |
| Management Service | $55.0M | 4% |
| Service Other | $36.0M | 3% |
