vs
Side-by-side financial comparison of Apple Hospitality REIT, Inc. (APLE) and CAMDEN NATIONAL CORP (CAC), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Apple Hospitality REIT, Inc. is the larger business by last-quarter revenue ($326.4M vs $11.3M, roughly 28.9× CAMDEN NATIONAL CORP). CAMDEN NATIONAL CORP runs the higher net margin — 9.1% vs 199.5%, a 190.4% gap on every dollar of revenue. On growth, CAMDEN NATIONAL CORP posted the faster year-over-year revenue change (20.6% vs -2.0%). Apple Hospitality REIT, Inc. produced more free cash flow last quarter ($47.2M vs $19.0M). Over the past eight quarters, CAMDEN NATIONAL CORP's revenue compounded faster (16.7% 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...
Camden National Bank is a commercial bank headquartered in Camden, Maine, operating as the principal subsidiary of Camden National Corporation, a publicly traded bank holding company. Founded in 1875, the bank became a direct, wholly owned subsidiary of the holding company following a corporate reorganization in 1984. Following the 2025 merger with Northway Financial, the combined institution has approximately $7.0 billion in assets.
APLE vs CAC — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $326.4M | $11.3M |
| Net Profit | $29.6M | $22.6M |
| Gross Margin | 37.2% | — |
| Operating Margin | 15.2% | — |
| Net Margin | 9.1% | 199.5% |
| Revenue YoY | -2.0% | 20.6% |
| Net Profit YoY | -0.7% | 53.8% |
| EPS (diluted) | $0.13 | $1.33 |
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 | $11.3M | ||
| Q3 25 | $373.9M | $10.6M | ||
| Q2 25 | $384.4M | $10.4M | ||
| Q1 25 | $327.7M | $9.5M | ||
| Q4 24 | $333.0M | $9.4M | ||
| Q3 24 | $378.8M | $9.1M | ||
| Q2 24 | $390.1M | $8.9M | ||
| Q1 24 | $329.5M | $8.3M |
| Q4 25 | $29.6M | $22.6M | ||
| Q3 25 | $50.9M | $21.2M | ||
| Q2 25 | $63.6M | $14.1M | ||
| Q1 25 | $31.2M | $7.3M | ||
| Q4 24 | $29.8M | $14.7M | ||
| Q3 24 | $56.3M | $13.1M | ||
| Q2 24 | $73.9M | $12.0M | ||
| Q1 24 | $54.0M | $13.3M |
| 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% | — | ||
| Q3 25 | 19.4% | — | ||
| Q2 25 | 22.1% | — | ||
| Q1 25 | 15.5% | 64.9% | ||
| Q4 24 | 15.0% | — | ||
| Q3 24 | 20.5% | — | ||
| Q2 24 | 24.0% | — | ||
| Q1 24 | 21.7% | — |
| Q4 25 | 9.1% | 199.5% | ||
| Q3 25 | 13.6% | 200.8% | ||
| Q2 25 | 16.6% | 135.9% | ||
| Q1 25 | 9.5% | 77.0% | ||
| Q4 24 | 9.0% | 156.4% | ||
| Q3 24 | 14.9% | 144.0% | ||
| Q2 24 | 19.0% | 134.3% | ||
| Q1 24 | 16.4% | 159.7% |
| Q4 25 | $0.13 | $1.33 | ||
| Q3 25 | $0.21 | $1.25 | ||
| Q2 25 | $0.27 | $0.83 | ||
| Q1 25 | $0.13 | $0.43 | ||
| Q4 24 | $0.13 | $1.00 | ||
| Q3 24 | $0.23 | $0.90 | ||
| Q2 24 | $0.31 | $0.81 | ||
| Q1 24 | $0.22 | $0.91 |
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 | — |
| Total DebtLower is stronger | $1.5B | — |
| Stockholders' EquityBook value | $3.1B | $696.6M |
| Total Assets | $4.9B | $7.0B |
| Debt / EquityLower = less leverage | 0.49× | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $8.5M | — | ||
| Q3 25 | $50.3M | — | ||
| Q2 25 | $7.9M | — | ||
| Q1 25 | $14.9M | — | ||
| Q4 24 | $10.3M | — | ||
| Q3 24 | $6.1M | — | ||
| Q2 24 | $7.2M | — | ||
| Q1 24 | $4.9M | — |
| Q4 25 | $1.5B | — | ||
| Q3 25 | $1.5B | — | ||
| Q2 25 | $1.5B | — | ||
| Q1 25 | $1.5B | — | ||
| Q4 24 | $1.5B | — | ||
| Q3 24 | $1.5B | — | ||
| Q2 24 | $1.5B | — | ||
| Q1 24 | $1.5B | — |
| Q4 25 | $3.1B | $696.6M | ||
| Q3 25 | $3.2B | $676.4M | ||
| Q2 25 | $3.2B | $652.1M | ||
| Q1 25 | $3.2B | $640.1M | ||
| Q4 24 | $3.3B | $531.2M | ||
| Q3 24 | $3.3B | $529.9M | ||
| Q2 24 | $3.3B | $508.3M | ||
| Q1 24 | $3.3B | $501.6M |
| Q4 25 | $4.9B | $7.0B | ||
| Q3 25 | $4.9B | $7.0B | ||
| Q2 25 | $4.9B | $6.9B | ||
| Q1 25 | $4.9B | $7.0B | ||
| Q4 24 | $5.0B | $5.8B | ||
| Q3 24 | $5.0B | $5.7B | ||
| Q2 24 | $5.1B | $5.7B | ||
| Q1 24 | $5.0B | $5.8B |
| Q4 25 | 0.49× | — | ||
| Q3 25 | 0.47× | — | ||
| Q2 25 | 0.48× | — | ||
| Q1 25 | 0.48× | — | ||
| Q4 24 | 0.45× | — | ||
| Q3 24 | 0.46× | — | ||
| Q2 24 | 0.46× | — | ||
| Q1 24 | 0.45× | — |
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 | $20.8M |
| Free Cash FlowOCF − Capex | $47.2M | $19.0M |
| FCF MarginFCF / Revenue | 14.5% | 167.8% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 11.8% | 15.7% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.90× | 0.92× |
| TTM Free Cash FlowTrailing 4 quarters | $282.0M | $58.2M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $85.8M | $20.8M | ||
| Q3 25 | $126.4M | $36.1M | ||
| Q2 25 | $108.8M | $6.0M | ||
| Q1 25 | $49.1M | $1.0M | ||
| Q4 24 | $95.2M | $43.2M | ||
| Q3 24 | $128.2M | $-14.5M | ||
| Q2 24 | $127.3M | $14.5M | ||
| Q1 24 | $54.7M | $17.8M |
| Q4 25 | $47.2M | $19.0M | ||
| Q3 25 | $109.0M | $35.4M | ||
| Q2 25 | $96.2M | $4.5M | ||
| Q1 25 | $29.5M | $-727.0K | ||
| Q4 24 | $64.6M | $41.2M | ||
| Q3 24 | $113.1M | $-16.2M | ||
| Q2 24 | $115.0M | $13.2M | ||
| Q1 24 | $34.4M | $17.2M |
| Q4 25 | 14.5% | 167.8% | ||
| Q3 25 | 29.2% | 335.5% | ||
| Q2 25 | 25.0% | 43.9% | ||
| Q1 25 | 9.0% | -7.6% | ||
| Q4 24 | 19.4% | 439.0% | ||
| Q3 24 | 29.9% | -178.6% | ||
| Q2 24 | 29.5% | 147.9% | ||
| Q1 24 | 10.4% | 207.2% |
| Q4 25 | 11.8% | 15.7% | ||
| Q3 25 | 4.7% | 6.5% | ||
| Q2 25 | 3.3% | 14.3% | ||
| Q1 25 | 6.0% | 18.5% | ||
| Q4 24 | 9.2% | 21.7% | ||
| Q3 24 | 4.0% | 18.9% | ||
| Q2 24 | 3.2% | 14.4% | ||
| Q1 24 | 6.2% | 6.6% |
| Q4 25 | 2.90× | 0.92× | ||
| Q3 25 | 2.49× | 1.70× | ||
| Q2 25 | 1.71× | 0.43× | ||
| Q1 25 | 1.57× | 0.14× | ||
| Q4 24 | 3.19× | 2.94× | ||
| Q3 24 | 2.28× | -1.11× | ||
| Q2 24 | 1.72× | 1.21× | ||
| Q1 24 | 1.01× | 1.34× |
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% |
CAC
| Products And Services Debt Card Income | $4.7M | 41% |
| Products And Services Deposit Accounts Service Charges | $2.6M | 23% |
| Other | $2.4M | 21% |
| Products And Services Brokerageand Insurance Commissions | $1.7M | 15% |
