Graham Holdings Co  (GHC)
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    Sector  Services    Industry Educational Services
   Industry Educational Services
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Graham Holdings Co's



GHC Sales vs. its Competitors Q2 2020

Comparing the results to its competitors, Graham Holdings Co reported Total Revenue decrease in the 2 quarter 2020 year on year by -11.49 %, faster than overall decrease of Graham Holdings Co's competitors by -3.46 %, recorded in the same quarter.

List of GHC Competitors

With net margin of 2.89 % company achieved higher profitability than its competitors.

More on GHC Margin Comparisons

Revenue Growth Comparisons

Net Income Comparison

Graham Holdings Co Net Income in 2 quarter 2020 declined year on year by -67.02 %, faster than the decline experianced by the competitors

<<  More on GHC Income Comparisons

Graham Holdings Co's Comment on Competitors and Industry Peers

Kaplan’s businesses operate in fragmented and competitive markets. KHE competes with both facilities-based and other distance-learning providers of similar educational services, including not-for-profit colleges and universities and for-profit businesses. PACE competes in each of its professional lines with other companies that provide preparation for exams required for professional licenses, certifications and designations. KTP competes with a variety of regional and national test preparation businesses, with individual tutors and with in-school preparation for standardized tests. Overseas, each of Kaplan’s businesses competes with other for-profit companies and, in certain instances, with government-supported schools and institutions that provide similar training and educational programs. Students choose among providers based on program offerings, convenience, quality of instruction, reputation, placement rates, student services and cost.

Cable systems operate in a highly competitive environment. In addition to competing with over-the-air reception, cable systems face competition from various other forms of video program delivery systems, including DBS services, telephone companies and the Internet. Certain of the Company’s cable systems also have been partially or substantially overbuilt, using conventional cable system technology, by various small to mid-sized independent telephone companies that typically offer Internet and telephone service, as well as basic cable service. Local telephone companies compete with cable systems in the delivery of high-speed Internet access by providing DSL service. In addition, on their own or via strategic partnerships with DBS operators that permit telephone companies to package the video programming services of DBS operators with telephone companies’ own DSL service, some telephone companies are competing with the video programming and Internet services being offered by existing cable systems. Satellite-delivered broadband and high-powered WiMAX services will increasingly provide competition to Cable ONE. Video programming, including broadcast programming, is becoming more available on the Internet, where viewers can watch programming for free, as well as access pay-per-view offerings. Cable ONE distinguishes itself from its competition by providing excellent local customer service and consistently attaining very high levels of customer satisfaction.

PNS competes for audiences and advertising revenues with television and radio stations, cable systems and video services offered by telephone companies serving the same or nearby areas; with DBS services; and, to a lesser degree, with other media, such as newspapers and magazines. Cable systems operate in substantially all of the areas served by the Company’s television stations, where they compete for television viewers by importing out-of-market television signals; by distributing pay-cable, advertiser-supported and other programming that is originated for cable systems; and by offering movies and other programming on a pay-per-view basis. In addition, DBS services provide nationwide distribution of television programming, including pay-per-view programming and programming packages unique to DBS, using digital transmission technologies. The Company’s television stations may also become subject to increased competition from low-power television stations, wireless cable services and satellite master antenna systems, which can carry pay-cable and similar program material. In addition, movies and television programming are available free of charge on the websites of the major TV networks, as well as on the advertising-supported website Hulu.
The home health and hospice industries are extremely competitive and fragmented, consisting of both for-profit and non-profit companies. Celtic competes primarily with privately owned and hospital-operated home health and hospice service providers.

*Market share is not actual measurement, only performance comparison of companies which report and operate within the same segment.

GHC's vs. Competition, Data

(Revenue and Income for Trailing 12 Months, in Millions of $, except Employees)

Graham Holdings Co GHC 2,151 2,893 265 -
Time Warner Inc. TWX 91,303 50,198 3,691 34,000
Meredith Corporation MDP 578 2,849 -476 3,500
Scripps Networks Interactive, Inc. SNI 11,828 3,562 814 2,100
Fox Corporation FOXA 16,113 12,303 1,062 20,500
Walt Disney Co DIS 226,812 71,982 822 180,000
Viacom Inc VIAB 9,785 12,890 1,672 0
News Corporation NWSA 36,691 36,107 -1,545 0
Washington Post Co WPO 0 0 0 0
Time Warner Cable Inc. TWC 0 38,663 1,954 0
Gannett Co Inc GCI 190 2,141 -669 31,250
United Breweries Co Inc CCU 0 2,646 211 0
The E w Scripps Company SSP 9 1,584 -45 2,100
Comcast corporation CMCSA 205,391 105,549 11,721 0
Cablevision Systems Corp CVC 0 6,232 466 13,656
Adtalem Global Education inc ATGE 1,229 625 -108 0
Apollo Education Group Inc APOL 0 0 0 39,000
SUBTOTAL 602,079 350,224 19,835 326,106


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