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Side-by-side financial comparison of Apple Hospitality REIT, Inc. (APLE) and W. P. Carey Inc. (WPC), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
W. P. Carey Inc. is the larger business by last-quarter revenue ($444.5M vs $326.4M, roughly 1.4× Apple Hospitality REIT, Inc.). W. P. Carey Inc. runs the higher net margin — 9.1% vs 33.4%, a 24.3% gap on every dollar of revenue. On growth, W. P. Carey Inc. posted the faster year-over-year revenue change (9.4% vs -2.0%). Over the past eight quarters, W. P. Carey Inc.'s revenue compounded faster (6.8% CAGR vs -0.5%).
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...
W. P. Carey is a real estate investment trust that invests in properties leased to single tenants via NNN leases. The company is organized in Maryland, with its primary office in New York City.
APLE vs WPC — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $326.4M | $444.5M |
| Net Profit | $29.6M | $148.3M |
| Gross Margin | 37.2% | — |
| Operating Margin | 15.2% | 34.5% |
| Net Margin | 9.1% | 33.4% |
| Revenue YoY | -2.0% | 9.4% |
| Net Profit YoY | -0.7% | 215.4% |
| EPS (diluted) | $0.13 | — |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $326.4M | $444.5M | ||
| Q3 25 | $373.9M | $431.3M | ||
| Q2 25 | $384.4M | $430.8M | ||
| Q1 25 | $327.7M | $409.9M | ||
| Q4 24 | $333.0M | $406.2M | ||
| Q3 24 | $378.8M | $397.4M | ||
| Q2 24 | $390.1M | $389.7M | ||
| Q1 24 | $329.5M | $389.8M |
| Q4 25 | $29.6M | $148.3M | ||
| Q3 25 | $50.9M | $141.0M | ||
| Q2 25 | $63.6M | $51.2M | ||
| Q1 25 | $31.2M | $125.8M | ||
| Q4 24 | $29.8M | $47.0M | ||
| Q3 24 | $56.3M | $111.7M | ||
| Q2 24 | $73.9M | $142.9M | ||
| Q1 24 | $54.0M | $159.2M |
| Q4 25 | 37.2% | — | ||
| Q3 25 | 40.6% | — | ||
| Q2 25 | 42.6% | — | ||
| Q1 25 | 39.0% | — | ||
| Q4 24 | 38.6% | — | ||
| Q3 24 | 41.9% | — | ||
| Q2 24 | 44.6% | — | ||
| Q1 24 | 40.1% | — |
| Q4 25 | 15.2% | 34.5% | ||
| Q3 25 | 19.4% | 34.7% | ||
| Q2 25 | 22.1% | 15.0% | ||
| Q1 25 | 15.5% | 33.5% | ||
| Q4 24 | 15.0% | 13.5% | ||
| Q3 24 | 20.5% | 30.4% | ||
| Q2 24 | 24.0% | 38.3% | ||
| Q1 24 | 21.7% | 43.0% |
| Q4 25 | 9.1% | 33.4% | ||
| Q3 25 | 13.6% | 32.7% | ||
| Q2 25 | 16.6% | 11.9% | ||
| Q1 25 | 9.5% | 30.7% | ||
| Q4 24 | 9.0% | 11.6% | ||
| Q3 24 | 14.9% | 28.1% | ||
| Q2 24 | 19.0% | 36.7% | ||
| Q1 24 | 16.4% | 40.8% |
| Q4 25 | $0.13 | — | ||
| Q3 25 | $0.21 | — | ||
| Q2 25 | $0.27 | — | ||
| Q1 25 | $0.13 | — | ||
| Q4 24 | $0.13 | — | ||
| Q3 24 | $0.23 | — | ||
| Q2 24 | $0.31 | — | ||
| Q1 24 | $0.22 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $8.5M | $155.3M |
| Total DebtLower is stronger | $1.5B | $8.7B |
| Stockholders' EquityBook value | $3.1B | $8.1B |
| Total Assets | $4.9B | $18.0B |
| Debt / EquityLower = less leverage | 0.49× | 1.07× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $8.5M | $155.3M | ||
| Q3 25 | $50.3M | $249.0M | ||
| Q2 25 | $7.9M | $244.8M | ||
| Q1 25 | $14.9M | $187.8M | ||
| Q4 24 | $10.3M | $640.4M | ||
| Q3 24 | $6.1M | $818.2M | ||
| Q2 24 | $7.2M | $1.1B | ||
| Q1 24 | $4.9M | $777.0M |
| Q4 25 | $1.5B | $8.7B | ||
| Q3 25 | $1.5B | $8.7B | ||
| Q2 25 | $1.5B | $8.6B | ||
| Q1 25 | $1.5B | $7.9B | ||
| Q4 24 | $1.5B | $8.0B | ||
| Q3 24 | $1.5B | $8.0B | ||
| Q2 24 | $1.5B | $8.1B | ||
| Q1 24 | $1.5B | $7.9B |
| Q4 25 | $3.1B | $8.1B | ||
| Q3 25 | $3.2B | $8.2B | ||
| Q2 25 | $3.2B | $8.2B | ||
| Q1 25 | $3.2B | $8.4B | ||
| Q4 24 | $3.3B | $8.4B | ||
| Q3 24 | $3.3B | $8.6B | ||
| Q2 24 | $3.3B | $8.6B | ||
| Q1 24 | $3.3B | $8.7B |
| Q4 25 | $4.9B | $18.0B | ||
| Q3 25 | $4.9B | $18.0B | ||
| Q2 25 | $4.9B | $18.0B | ||
| Q1 25 | $4.9B | $17.3B | ||
| Q4 24 | $5.0B | $17.5B | ||
| Q3 24 | $5.0B | $17.6B | ||
| Q2 24 | $5.1B | $17.8B | ||
| Q1 24 | $5.0B | $17.6B |
| Q4 25 | 0.49× | 1.07× | ||
| Q3 25 | 0.47× | 1.06× | ||
| Q2 25 | 0.48× | 1.05× | ||
| Q1 25 | 0.48× | 0.94× | ||
| Q4 24 | 0.45× | 0.95× | ||
| Q3 24 | 0.46× | 0.93× | ||
| Q2 24 | 0.46× | 0.94× | ||
| Q1 24 | 0.45× | 0.91× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $85.8M | $304.6M |
| Free Cash FlowOCF − Capex | $47.2M | — |
| FCF MarginFCF / Revenue | 14.5% | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 11.8% | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.90× | 2.05× |
| TTM Free Cash FlowTrailing 4 quarters | $282.0M | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $85.8M | $304.6M | ||
| Q3 25 | $126.4M | $300.5M | ||
| Q2 25 | $108.8M | $404.0M | ||
| Q1 25 | $49.1M | $273.2M | ||
| Q4 24 | $95.2M | $296.3M | ||
| Q3 24 | $128.2M | $280.2M | ||
| Q2 24 | $127.3M | $221.0M | ||
| Q1 24 | $54.7M | $1.0B |
| Q4 25 | $47.2M | — | ||
| Q3 25 | $109.0M | — | ||
| Q2 25 | $96.2M | — | ||
| Q1 25 | $29.5M | — | ||
| Q4 24 | $64.6M | — | ||
| Q3 24 | $113.1M | — | ||
| Q2 24 | $115.0M | — | ||
| Q1 24 | $34.4M | — |
| Q4 25 | 14.5% | — | ||
| Q3 25 | 29.2% | — | ||
| Q2 25 | 25.0% | — | ||
| Q1 25 | 9.0% | — | ||
| Q4 24 | 19.4% | — | ||
| Q3 24 | 29.9% | — | ||
| Q2 24 | 29.5% | — | ||
| Q1 24 | 10.4% | — |
| Q4 25 | 11.8% | — | ||
| Q3 25 | 4.7% | — | ||
| Q2 25 | 3.3% | — | ||
| Q1 25 | 6.0% | — | ||
| Q4 24 | 9.2% | — | ||
| Q3 24 | 4.0% | — | ||
| Q2 24 | 3.2% | — | ||
| Q1 24 | 6.2% | — |
| Q4 25 | 2.90× | 2.05× | ||
| Q3 25 | 2.49× | 2.13× | ||
| Q2 25 | 1.71× | 7.89× | ||
| Q1 25 | 1.57× | 2.17× | ||
| Q4 24 | 3.19× | 6.30× | ||
| Q3 24 | 2.28× | 2.51× | ||
| Q2 24 | 1.72× | 1.55× | ||
| Q1 24 | 1.01× | 6.50× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
APLE
| Occupancy | $293.0M | 90% |
| Hotel Other | $17.2M | 5% |
| Food And Beverage | $16.3M | 5% |
WPC
Segment breakdown not available.
