PerformanceRiskValuationProfitabilityCashflowLiquidityESGRevenue & Geographic ExposureForecastFinancial GrowthIncome GrowthCashflow GrowthBalance Sheet Growth
Wheaton Precious Metals Corp. (WPM)
96.701.20 (1.26%)
95.23 - 97.14
55.47 - 103.81
1.63M / 1.80M (Avg.)
55.57 | 1.74
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.
14.14%
Revenue growth above 1.5x OR's 3.08%. David Dodd would confirm if the firm has a unique advantage driving sales higher.
28.42%
Positive gross profit growth while OR is negative. John Neff would see a clear operational edge over the competitor.
30.60%
EBIT growth below 50% of OR's 90.65%. Michael Burry would suspect deeper competitive or cost structure issues.
30.60%
Operating income growth under 50% of OR's 90.65%. Michael Burry would be concerned about deeper cost or sales issues.
22.41%
Net income growth under 50% of OR's 91.42%. Michael Burry would suspect the firm is falling well behind a key competitor.
23.53%
EPS growth under 50% of OR's 91.59%. Michael Burry would suspect deeper structural issues or share dilution limiting per-share gains.
23.53%
Diluted EPS growth under 50% of OR's 91.99%. Michael Burry would worry about an eroding competitive position or excessive dilution.
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-100.00%
Dividend reduction while OR stands at 6.43%. Joel Greenblatt would question the firm’s cash flow stability or capital allocation decisions.
34.67%
Similar OCF growth to OR's 38.34%. Walter Schloss would assume comparable operations or industry factors.
35.67%
Positive FCF growth while OR is negative. John Neff would see a strong competitive edge in net cash generation.
126.65%
10Y CAGR of 126.65% while OR is zero. Bruce Berkowitz would see if incremental growth can widen into a significant edge.
61.68%
5Y revenue/share CAGR under 50% of OR's 131.81%. Michael Burry would suspect a significant competitive gap or product weakness.
26.90%
3Y revenue/share CAGR under 50% of OR's 121.16%. Michael Burry might see a serious short-term decline in relevance vs. the competitor.
135.70%
Positive long-term OCF/share growth while OR is negative. John Neff would see a structural advantage in sustained cash generation.
65.00%
Below 50% of OR's 645.87%. Michael Burry would be alarmed about sustained underperformance in generating free operational cash.
45.99%
3Y OCF/share CAGR similar to OR's 42.64%. Walter Schloss might see both benefiting from a rising tide or parallel expansions.
62.55%
Net income/share CAGR 1.25-1.5x OR's 51.90%. Bruce Berkowitz might see more effective use of capital or consistently better margins over time.
59.02%
Positive 5Y CAGR while OR is negative. John Neff might view this as a strong mid-term relative advantage.
52.81%
Positive short-term CAGR while OR is negative. John Neff would see a clear advantage in near-term profit trajectory.
125.25%
Equity/share CAGR of 125.25% while OR is zero. Bruce Berkowitz might see a slight advantage that can compound significantly over 10 years.
-2.02%
Both show negative equity/share growth mid-term. Martin Whitman suspects cyclical or structural challenges for each company.
3.78%
Positive short-term equity growth while OR is negative. John Neff sees a strong advantage in near-term net worth buildup.
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-99.93%
Firm’s AR is declining while OR shows 377.09%. Joel Greenblatt sees stronger working capital efficiency if sales hold up.
-100.00%
Both reduce inventory yoy. Martin Whitman suspects a broader move to lean operations or industry slowdown in demand.
-3.20%
Negative asset growth while OR invests at 3.54%. Joel Greenblatt checks if the competitor might capture more market share unless our returns remain higher.
-1.65%
Both erode book value/share. Martin Whitman suspects a difficult environment or poor capital deployment for both players.
-18.14%
We’re deleveraging while OR stands at 24.18%. Joel Greenblatt considers if we gain a balance-sheet advantage for potential downturns.
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-5.92%
Both reduce SG&A yoy. Martin Whitman sees a cost war or cyclical slowdown forcing overhead cuts.