229.02 - 234.51
169.21 - 260.10
55.82M / 54.92M (Avg.)
32.24 | 7.26
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.
14.97%
Positive revenue growth while SONY is negative. John Neff might see a notable competitive edge here.
-8.42%
Both firms have negative gross profit growth. Martin Whitman would question the sector’s viability or cyclical slump.
103.26%
Positive EBIT growth while SONY is negative. John Neff might see a substantial edge in operational management.
103.26%
Positive operating income growth while SONY is negative. John Neff might view this as a competitive edge in operations.
101.43%
Positive net income growth while SONY is negative. John Neff might see a big relative performance advantage.
101.38%
Positive EPS growth while SONY is negative. John Neff might see a significant comparative advantage in per-share earnings dynamics.
101.43%
Positive diluted EPS growth while SONY is negative. John Neff might view this as a strong relative advantage in controlling dilution.
0.80%
Share change of 0.80% while SONY is at zero. Bruce Berkowitz would see if slight buybacks (or dilution) matter in the bigger picture.
-1.94%
Reduced diluted shares while SONY is at 0.00%. Joel Greenblatt would see a relative advantage if the competitor is diluting more.
-1.19%
Dividend reduction while SONY stands at 0.00%. Joel Greenblatt would question the firm’s cash flow stability or capital allocation decisions.
-43.95%
Negative OCF growth while SONY is at 0.00%. Joel Greenblatt would demand a turnaround plan focusing on real cash generation.
-27.73%
Negative FCF growth while SONY is at 0.00%. Joel Greenblatt would demand improved cost control or more strategic capex discipline.
454.38%
10Y revenue/share CAGR above 1.5x SONY's 123.54%. David Dodd would confirm if management’s strategic vision consistently outperforms the competitor.
92.88%
5Y revenue/share CAGR 1.25-1.5x SONY's 72.53%. Bruce Berkowitz would verify if cost efficiency or pricing power supports this advantage.
64.15%
3Y revenue/share CAGR above 1.5x SONY's 7.75%. David Dodd would confirm if there's an emerging competitive moat driving recent gains.
No Data
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-524.87%
Negative 3Y OCF/share CAGR while SONY stands at 0.00%. Joel Greenblatt would demand an urgent turnaround in the firm’s cost or revenue drivers.
No Data
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No Data
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-97.15%
Both companies show negative 3Y net income/share growth. Martin Whitman suspects macro or sector-specific headwinds in the short run.
290.54%
Equity/share CAGR of 290.54% while SONY is zero. Bruce Berkowitz might see a slight advantage that can compound significantly over 10 years.
112.65%
5Y equity/share CAGR above 1.5x SONY's 71.12%. David Dodd might see stronger earnings retention or fewer asset impairments fueling growth.
45.42%
Positive short-term equity growth while SONY is negative. John Neff sees a strong advantage in near-term net worth buildup.
No Data
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No Data
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11.87%
3Y dividend/share CAGR of 11.87% while SONY is zero. Bruce Berkowitz sees a minor positive difference that could attract dividend-focused investors.
9.21%
Our AR growth while SONY is cutting. John Neff questions if the competitor outperforms in collections or if we’re pushing credit to maintain sales.
21.63%
We show growth while SONY is shrinking stock. John Neff wonders if the competitor is more disciplined or has weaker demand expectations.
8.46%
Positive asset growth while SONY is shrinking. John Neff sees potential for us to outgrow the competitor if returns are solid.
-0.50%
Both erode book value/share. Martin Whitman suspects a difficult environment or poor capital deployment for both players.
169.40%
We have some new debt while SONY reduces theirs. John Neff sees the competitor as more cautious unless our expansions pay off strongly.
-100.00%
Our R&D shrinks while SONY invests at 0.00%. Joel Greenblatt checks if we risk falling behind a competitor’s new product pipeline.
-40.47%
Both reduce SG&A yoy. Martin Whitman sees a cost war or cyclical slowdown forcing overhead cuts.