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Back to The Marzetti Company
How The Marzetti Company stacks up
MZTI · against 806 other Consumer Defensive companies
Growth
48/ 100
Below the middle of the pack.
Ranked #417 of 807 · scores higher than 48% of peers
Bars: peers in each 10-point band of the growth score80 peers with a growth score of 40–49, including MZTI · Click a bar to see the companies
Why growth scores 48?
Weighted metrics compared with all Consumer Defensive companies.Its metrics sit close to the Consumer Defensive norm.
- 3-year revenue growth is close to the peer norm. 3-year revenue growth: 1.9% vs peer median 3.7%
- Revenue growth is close to the peer norm. Revenue growth: 1.1% vs peer median 2.8%
- faster growth in earnings per share: stronger than 68% of peers. Earnings per share growth: 15.5% vs peer median 1.5%
Metric by metric
Position: dot = MZTI, ranked from the worst peer (left) to the best (right); tick = middle, shaded = middle half of peers.| Metric | MZTI | Peer median | Better than | Position among peers | Weight |
|---|---|---|---|---|---|
| Revenue growthHigher is better · 813 reported | 1.1% | 2.8% | 42% | 33% | |
| Earnings per share growthHigher is better · 595 reported | 15.5% | 1.4% | 68% | 33% | |
| 3-year revenue growthHigher is better · 801 reported | 1.9% | 3.7% | 40% | 33% |
Ranking by growth score
Top 5 and the companies ranked around MZTI| Rank | Company | Market cap | Growth | Overall |
|---|---|---|---|---|
| 1 | 945M EUR (≈$1.0B) | 100 | 60 | |
| 1 | 30.7B BRL (≈$5.5B) | 100 | 76 | |
| 1 | 5.5B USD | 100 | 84 | |
| 4 | 82.5B JPY (≈$561M) | 99 | 69 | |
| 4 | 2.4B CNY (≈$329M) | 99 | 29 | |
| 417 | 1.48T JPY (≈$10.1B) | 48 | 62 | |
| 417 | 141.9B CNY (≈$19.9B) | 48 | 33 | |
| 417 | 6.5B TWD (≈$201M) | 48 | 69 | |
| 417 | 2.5B MYR (≈$542M) | 48 | 78 | |
| 417 | 3.0B USD | 48 | 63 | |
| 417 | 523M SGD (≈$398M) | 48 | 65 | |
| 417 | 35.5B USD | 48 | 40 | |
| 425 | 617.0B KRW (≈$444M) | 47 | 50 | |
| 425 | 2.5B CNY (≈$347M) | 47 | 38 |
Scores are sector-relative percentiles from the latest snapshot, always calculated against the whole sector: narrowing the comparison group changes who you compare with, not the scores. Missing metrics are left out and the remaining weights rescaled. How we score