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Side-by-side financial comparison of SCOTTS MIRACLE-GRO CO (SMG) and Service Properties Trust (SVC). Click either name above to swap in a different company.
SCOTTS MIRACLE-GRO CO is the larger business by last-quarter revenue ($354.4M vs $296.5M, roughly 1.2× Service Properties Trust). Service Properties Trust runs the higher net margin — -0.3% vs -35.3%, a 35.0% gap on every dollar of revenue. On growth, SCOTTS MIRACLE-GRO CO posted the faster year-over-year revenue change (-15.0% vs -17.0%). Service Properties Trust produced more free cash flow last quarter ($-95.2M vs $-390.4M). Over the past eight quarters, Service Properties Trust's revenue compounded faster (-6.1% CAGR vs -51.8%).
The Scotts Miracle-Gro Company is an American multinational corporation headquartered in Marysville, Ohio, where O.M. Scott began selling lawn seed in 1868. The company manufactures and sells consumer lawn, garden and pest control products, as well as soilless indoor gardening equipment. In the U.S., the company manufactures Scotts, Miracle-Gro and Ortho brands. It also markets and distributes the herbicide Roundup in the U.S. and several international markets including China.
Medical Properties Trust, Inc. (MPT) is an international real estate investment trust (REIT) based in Birmingham, Alabama that purchases and invests in healthcare facilities and for-profit healthcare holding companies, primarily in the United States and Europe. Their property acquisitions often come in the form of sale-leaseback agreements, in which the original property owner sells the property to MPT and becomes their tenant. MPT's tenants are generally subject to long-term triple net lease...
SMG vs SVC — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $354.4M | $296.5M |
| Net Profit | $-125.0M | $-782.0K |
| Gross Margin | 25.0% | — |
| Operating Margin | -6.2% | -3.9% |
| Net Margin | -35.3% | -0.3% |
| Revenue YoY | -15.0% | -17.0% |
| Net Profit YoY | -79.9% | 99.0% |
| EPS (diluted) | $-2.16 | $-0.01 |
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 | $354.4M | $296.5M | ||
| Q3 25 | $387.3M | $377.6M | ||
| Q2 25 | $1.2B | $404.4M | ||
| Q1 25 | $1.4B | $335.0M | ||
| Q4 24 | $416.8M | $357.0M | ||
| Q3 24 | $414.7M | $390.9M | ||
| Q2 24 | $1.2B | $412.5M | ||
| Q1 24 | $1.5B | $336.2M |
| Q4 25 | $-125.0M | $-782.0K | ||
| Q3 25 | — | $-46.9M | ||
| Q2 25 | $149.1M | $-38.2M | ||
| Q1 25 | $217.5M | $-116.4M | ||
| Q4 24 | $-69.5M | $-76.4M | ||
| Q3 24 | — | $-46.9M | ||
| Q2 24 | $132.1M | $-73.8M | ||
| Q1 24 | $157.5M | $-78.4M |
| Q4 25 | 25.0% | — | ||
| Q3 25 | 6.1% | — | ||
| Q2 25 | 31.8% | — | ||
| Q1 25 | 38.6% | — | ||
| Q4 24 | 22.7% | — | ||
| Q3 24 | -7.1% | — | ||
| Q2 24 | 29.5% | — | ||
| Q1 24 | 30.4% | — |
| Q4 25 | -6.2% | -3.9% | ||
| Q3 25 | -38.8% | -12.8% | ||
| Q2 25 | 18.1% | -9.2% | ||
| Q1 25 | 24.3% | -33.3% | ||
| Q4 24 | -12.2% | -19.4% | ||
| Q3 24 | -52.1% | -12.8% | ||
| Q2 24 | 16.6% | -17.1% | ||
| Q1 24 | 17.8% | -21.4% |
| Q4 25 | -35.3% | -0.3% | ||
| Q3 25 | — | -12.4% | ||
| Q2 25 | 12.6% | -9.4% | ||
| Q1 25 | 15.3% | -34.8% | ||
| Q4 24 | -16.7% | -21.4% | ||
| Q3 24 | — | -12.0% | ||
| Q2 24 | 11.0% | -17.9% | ||
| Q1 24 | 10.3% | -23.3% |
| Q4 25 | $-2.16 | $-0.01 | ||
| Q3 25 | $-2.58 | $-0.28 | ||
| Q2 25 | $2.54 | $-0.23 | ||
| Q1 25 | $3.72 | $-0.70 | ||
| Q4 24 | $-1.21 | $-0.46 | ||
| Q3 24 | $-4.21 | $-0.28 | ||
| Q2 24 | $2.28 | $-0.45 | ||
| Q1 24 | $2.74 | $-0.48 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $8.3M | $346.8M |
| Total DebtLower is stronger | — | $5.5B |
| Stockholders' EquityBook value | $-500.6M | $646.1M |
| Total Assets | $3.0B | $6.5B |
| Debt / EquityLower = less leverage | — | 8.52× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.3M | $346.8M | ||
| Q3 25 | $36.6M | $417.4M | ||
| Q2 25 | $51.1M | $63.2M | ||
| Q1 25 | $16.9M | $80.1M | ||
| Q4 24 | $9.8M | $143.5M | ||
| Q3 24 | $71.6M | $48.6M | ||
| Q2 24 | $279.9M | $14.6M | ||
| Q1 24 | $65.1M | $71.3M |
| Q4 25 | — | $5.5B | ||
| Q3 25 | $2.1B | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $5.8B | ||
| Q3 24 | $2.2B | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $-500.6M | $646.1M | ||
| Q3 25 | $-357.5M | $647.9M | ||
| Q2 25 | $-170.9M | $695.9M | ||
| Q1 25 | $-290.1M | $734.6M | ||
| Q4 24 | $-479.5M | $851.9M | ||
| Q3 24 | $-390.6M | $929.0M | ||
| Q2 24 | $-146.2M | $1.0B | ||
| Q1 24 | $-250.9M | $1.1B |
| Q4 25 | $3.0B | $6.5B | ||
| Q3 25 | $2.7B | $7.0B | ||
| Q2 25 | $3.1B | $6.9B | ||
| Q1 25 | $3.5B | $7.0B | ||
| Q4 24 | $3.2B | $7.1B | ||
| Q3 24 | $2.9B | $7.1B | ||
| Q2 24 | $3.5B | $7.1B | ||
| Q1 24 | $3.9B | $7.2B |
| Q4 25 | — | 8.52× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 6.85× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | $-370.4M | $-18.5M |
| Free Cash FlowOCF − Capex | $-390.4M | $-95.2M |
| FCF MarginFCF / Revenue | -110.2% | -32.1% |
| Capex IntensityCapex / Revenue | 5.6% | 25.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $358.1M | $-107.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-370.4M | $-18.5M | ||
| Q3 25 | $174.1M | $98.1M | ||
| Q2 25 | $454.4M | $-7.0K | ||
| Q1 25 | $188.1M | $38.2M | ||
| Q4 24 | $-445.3M | $-9.7M | ||
| Q3 24 | $118.5M | $106.2M | ||
| Q2 24 | $588.0M | $43.8M | ||
| Q1 24 | $304.2M | $-926.0K |
| Q4 25 | $-390.4M | $-95.2M | ||
| Q3 25 | $131.2M | $57.9M | ||
| Q2 25 | $437.5M | $-46.6M | ||
| Q1 25 | $179.8M | $-23.2M | ||
| Q4 24 | $-474.6M | $-88.9M | ||
| Q3 24 | $101.9M | $24.1M | ||
| Q2 24 | $574.8M | $-22.3M | ||
| Q1 24 | $287.9M | $-77.2M |
| Q4 25 | -110.2% | -32.1% | ||
| Q3 25 | 33.9% | 15.3% | ||
| Q2 25 | 36.8% | -11.5% | ||
| Q1 25 | 12.7% | -6.9% | ||
| Q4 24 | -113.9% | -24.9% | ||
| Q3 24 | 24.6% | 6.2% | ||
| Q2 24 | 47.8% | -5.4% | ||
| Q1 24 | 18.9% | -23.0% |
| Q4 25 | 5.6% | 25.9% | ||
| Q3 25 | 11.1% | 10.6% | ||
| Q2 25 | 1.4% | 11.5% | ||
| Q1 25 | 0.6% | 18.3% | ||
| Q4 24 | 7.0% | 22.2% | ||
| Q3 24 | 4.0% | 21.0% | ||
| Q2 24 | 1.1% | 16.0% | ||
| Q1 24 | 1.1% | 22.7% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 3.05× | — | ||
| Q1 25 | 0.86× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | 4.45× | — | ||
| Q1 24 | 1.93× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
SMG
| Growing Media And Mulch | $111.5M | 31% |
| Lawn Care | $109.5M | 31% |
| Controls | $59.8M | 17% |
| Other Products Primarily Gardening | $23.9M | 7% |
| Restated Marketing Agreement | $19.4M | 5% |
| Growingmedia | $12.6M | 4% |
| Otherprimarilygardeningandcontrols | $10.2M | 3% |
| Other | $7.5M | 2% |
SVC
Segment breakdown not available.
