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Side-by-side financial comparison of Service Properties Trust (SVC) and Savers Value Village, Inc. (SVV). Click either name above to swap in a different company.
Savers Value Village, Inc. is the larger business by last-quarter revenue ($426.9M vs $296.5M, roughly 1.4× Service Properties Trust). Service Properties Trust runs the higher net margin — -0.3% vs -3.3%, a 3.0% gap on every dollar of revenue. On growth, Savers Value Village, Inc. posted the faster year-over-year revenue change (8.1% vs -17.0%). Savers Value Village, Inc. produced more free cash flow last quarter ($-6.3M vs $-95.2M). Over the past eight quarters, Savers Value Village, Inc.'s revenue compounded faster (4.3% CAGR vs -6.1%).
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...
Value Village Stores, Inc. was a Midwestern United States chain of retail stores aimed at the discount department-store market. Henry Horney, formerly of F.W. Woolworth Company founded a small, regional chain of discount stores located in the two states of Wisconsin and Illinois that opened in 1961 and operated into 1989. Horney also had a real estate company and often built small shopping malls adjoining the discount stores. The chain had no relation to the Savers Value Village chain of thri...
SVC vs SVV — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $296.5M | $426.9M |
| Net Profit | $-782.0K | $-14.0M |
| Gross Margin | — | — |
| Operating Margin | -3.9% | 8.5% |
| Net Margin | -0.3% | -3.3% |
| Revenue YoY | -17.0% | 8.1% |
| Net Profit YoY | 99.0% | -164.6% |
| EPS (diluted) | $-0.01 | $-0.09 |
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 | $296.5M | — | ||
| Q3 25 | $377.6M | $426.9M | ||
| Q2 25 | $404.4M | $417.2M | ||
| Q1 25 | $335.0M | $370.1M | ||
| Q4 24 | $357.0M | $402.0M | ||
| Q3 24 | $390.9M | $394.8M | ||
| Q2 24 | $412.5M | $386.7M | ||
| Q1 24 | $336.2M | $354.2M |
| Q4 25 | $-782.0K | — | ||
| Q3 25 | $-46.9M | $-14.0M | ||
| Q2 25 | $-38.2M | $18.9M | ||
| Q1 25 | $-116.4M | $-4.7M | ||
| Q4 24 | $-76.4M | $-1.9M | ||
| Q3 24 | $-46.9M | $21.7M | ||
| Q2 24 | $-73.8M | $9.7M | ||
| Q1 24 | $-78.4M | $-467.0K |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 25.6% | ||
| Q2 24 | — | 26.6% | ||
| Q1 24 | — | 24.2% |
| Q4 25 | -3.9% | — | ||
| Q3 25 | -12.8% | 8.5% | ||
| Q2 25 | -9.2% | 8.2% | ||
| Q1 25 | -33.3% | 2.8% | ||
| Q4 24 | -19.4% | 8.2% | ||
| Q3 24 | -12.8% | 12.3% | ||
| Q2 24 | -17.1% | 8.3% | ||
| Q1 24 | -21.4% | 4.6% |
| Q4 25 | -0.3% | — | ||
| Q3 25 | -12.4% | -3.3% | ||
| Q2 25 | -9.4% | 4.5% | ||
| Q1 25 | -34.8% | -1.3% | ||
| Q4 24 | -21.4% | -0.5% | ||
| Q3 24 | -12.0% | 5.5% | ||
| Q2 24 | -17.9% | 2.5% | ||
| Q1 24 | -23.3% | -0.1% |
| Q4 25 | $-0.01 | — | ||
| Q3 25 | $-0.28 | $-0.09 | ||
| Q2 25 | $-0.23 | $0.12 | ||
| Q1 25 | $-0.70 | $-0.03 | ||
| Q4 24 | $-0.46 | $-0.02 | ||
| Q3 24 | $-0.28 | $0.13 | ||
| Q2 24 | $-0.45 | $0.06 | ||
| Q1 24 | $-0.48 | $0.00 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $346.8M | $63.5M |
| Total DebtLower is stronger | $5.5B | $750.0M |
| Stockholders' EquityBook value | $646.1M | $414.6M |
| Total Assets | $6.5B | $2.0B |
| Debt / EquityLower = less leverage | 8.52× | 1.81× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $346.8M | — | ||
| Q3 25 | $417.4M | $63.5M | ||
| Q2 25 | $63.2M | $70.5M | ||
| Q1 25 | $80.1M | $73.0M | ||
| Q4 24 | $143.5M | $150.0M | ||
| Q3 24 | $48.6M | $137.7M | ||
| Q2 24 | $14.6M | $160.7M | ||
| Q1 24 | $71.3M | $102.2M |
| Q4 25 | $5.5B | — | ||
| Q3 25 | — | $750.0M | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $5.8B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $646.1M | — | ||
| Q3 25 | $647.9M | $414.6M | ||
| Q2 25 | $695.9M | $423.5M | ||
| Q1 25 | $734.6M | $413.8M | ||
| Q4 24 | $851.9M | $421.7M | ||
| Q3 24 | $929.0M | $432.9M | ||
| Q2 24 | $1.0B | $419.5M | ||
| Q1 24 | $1.1B | $395.0M |
| Q4 25 | $6.5B | — | ||
| Q3 25 | $7.0B | $2.0B | ||
| Q2 25 | $6.9B | $1.9B | ||
| Q1 25 | $7.0B | $1.9B | ||
| Q4 24 | $7.1B | $1.9B | ||
| Q3 24 | $7.1B | $1.9B | ||
| Q2 24 | $7.1B | $1.9B | ||
| Q1 24 | $7.2B | $1.8B |
| Q4 25 | 8.52× | — | ||
| Q3 25 | — | 1.81× | ||
| 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 | $-18.5M | $21.6M |
| Free Cash FlowOCF − Capex | $-95.2M | $-6.3M |
| FCF MarginFCF / Revenue | -32.1% | -1.5% |
| Capex IntensityCapex / Revenue | 25.9% | 6.5% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-107.0M | $25.5M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-18.5M | — | ||
| Q3 25 | $98.1M | $21.6M | ||
| Q2 25 | $-7.0K | $54.4M | ||
| Q1 25 | $38.2M | $419.0K | ||
| Q4 24 | $-9.7M | $55.8M | ||
| Q3 24 | $106.2M | $23.9M | ||
| Q2 24 | $43.8M | $60.4M | ||
| Q1 24 | $-926.0K | $-5.8M |
| Q4 25 | $-95.2M | — | ||
| Q3 25 | $57.9M | $-6.3M | ||
| Q2 25 | $-46.6M | $21.9M | ||
| Q1 25 | $-23.2M | $-20.2M | ||
| Q4 24 | $-88.9M | $30.1M | ||
| Q3 24 | $24.1M | $-3.0M | ||
| Q2 24 | $-22.3M | $29.6M | ||
| Q1 24 | $-77.2M | $-28.3M |
| Q4 25 | -32.1% | — | ||
| Q3 25 | 15.3% | -1.5% | ||
| Q2 25 | -11.5% | 5.2% | ||
| Q1 25 | -6.9% | -5.4% | ||
| Q4 24 | -24.9% | 7.5% | ||
| Q3 24 | 6.2% | -0.8% | ||
| Q2 24 | -5.4% | 7.6% | ||
| Q1 24 | -23.0% | -8.0% |
| Q4 25 | 25.9% | — | ||
| Q3 25 | 10.6% | 6.5% | ||
| Q2 25 | 11.5% | 7.8% | ||
| Q1 25 | 18.3% | 5.6% | ||
| Q4 24 | 22.2% | 6.4% | ||
| Q3 24 | 21.0% | 6.8% | ||
| Q2 24 | 16.0% | 8.0% | ||
| Q1 24 | 22.7% | 6.4% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 2.88× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 1.10× | ||
| Q2 24 | — | 6.22× | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
SVC
Segment breakdown not available.
SVV
| Sales Channel Directly To Consumer | $408.3M | 96% |
| Sales Channel Through Intermediary | $18.6M | 4% |
