PerformanceRiskValuationProfitabilityCashflowLiquidityESGRevenue & Geographic ExposureForecastFinancial GrowthIncome GrowthCashflow GrowthBalance Sheet Growth
1.43 - 1.45
1.18 - 2.36
880.0K / 1.73M (Avg.)
-18.00 | -0.08
Steady, sustainable growth is a hallmark of high-quality businesses. Value investors watch these metrics to confirm that the company's fundamental performance aligns with—or outpaces—its current market valuation.
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-99.97%
Negative 10Y revenue/share CAGR while 1475.HK stands at 55.81%. Joel Greenblatt would question if the company is failing to keep pace with industry changes.
-99.97%
Negative 5Y CAGR while 1475.HK stands at 38.71%. Joel Greenblatt would push for a turnaround plan or reevaluation of the company’s product line.
-99.98%
Both firms have negative 3Y CAGR. Martin Whitman would wonder if the entire market segment is in short-term retreat.
44.80%
Positive long-term OCF/share growth while 1475.HK is negative. John Neff would see a structural advantage in sustained cash generation.
20.87%
OCF/share CAGR of 20.87% while 1475.HK is zero. Bruce Berkowitz would see if modest momentum can translate into a bigger competitive lead.
-9.13%
Negative 3Y OCF/share CAGR while 1475.HK stands at 0.00%. Joel Greenblatt would demand an urgent turnaround in the firm’s cost or revenue drivers.
-124.75%
Both face negative decade-long net income/share CAGR. Martin Whitman would suspect a shrinking or highly disrupted sector.
-183.69%
Both exhibit negative net income/share growth over five years. Martin Whitman would suspect a challenging environment for the entire niche.
-111.91%
Both companies show negative 3Y net income/share growth. Martin Whitman suspects macro or sector-specific headwinds in the short run.
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605.53%
Dividend/share CAGR of 605.53% while 1475.HK is zero. Bruce Berkowitz sees a minor advantage in stepping up distributions, even modestly.
692.20%
3Y dividend/share CAGR of 692.20% while 1475.HK is zero. Bruce Berkowitz sees a minor positive difference that could attract dividend-focused investors.
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