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Compare Costco Wholesale Corporation (COST) vs Otis Worldwide Corp (OTIS) Price & Performance

Costco Wholesale CorporationTrade
Otis Worldwide CorpTrade

Price performance (Past 24H)

Key statistics

Costco Wholesale Corporation vs Otis Worldwide Corp — how do they compare? Costco Wholesale Corporation trades at $950.43 (market cap $418.79B), while Otis Worldwide Corp trades at $73.53 (market cap $27.80B). The key difference: Costco Wholesale Corporation is far larger — about 15.1× Otis Worldwide Corp's market cap, and Otis Worldwide Corp pays the higher dividend (2.41%). Which is the better fit depends on your goals.

COSTOTIS
Market Cap
$418.79B$27.80B
Sector
Consumer StaplesIndustrials
52-Week High
$1.09K$93.62
52-Week Low
$849.63$69.34
Enterprise Value
$406.93B$35.84B
Dividend Yield
0.62%2.41%

Aura AI Summary

Signals from Pluang's Aura AI — not financial advice

Costco Wholesale Corporation

Costco Wholesale Corporation (COST) trades at $948.1, down 0.49% on the day, with a bearish technical signal from moving averages but neutral oscillators. The company reported strong revenue growth to $275.24B in 2025 and net income of $8.10B, though it missed Q1 2026 EPS estimates. Recent news highlights March sales up 11.3% year-over-year and institutional buying activity, while the stock remains near its 52-week high of $1,067.08.

Outlook is supported by robust membership fee growth and expansion, but high valuation ratios like a P/E of 47.5 pose risks. Analyst consensus is bullish with a $1,120 price target, though competitive pressures and economic sensitivity could challenge margins. The stock offers long-term growth potential if valuation aligns with earnings momentum.

Otis Worldwide Corp

Otis Worldwide (OTIS) trades at $73.58, up 0.97% on the day, with a neutral technical signal. The company reported mixed Q2 2026 results, beating revenue estimates but missing EPS expectations and cutting full-year profit guidance due to margin pressures. Strong service segment growth, particularly in modernization, contrasts with weak new equipment demand. Analyst consensus is divided with a $92.50 price target, suggesting significant upside from current levels.

The outlook balances service-driven revenue momentum against near-term margin headwinds. Investment opportunity lies in Otis's defensive service business and global market leadership, but risks include execution on margin improvement, China exposure, and competitive pressures. Cash flow volatility and high debt levels require monitoring for sustained shareholder value creation.

Returns comparison

Trailing returns across standard periods

Top news

Latest headlines on both assets

About Costco Wholesale Corporation

The leading warehouse club, Costco has 815 stores worldwide (at the end of fiscal 2021), with most sales derived in the United States (72%) and Canada (14%). It sells memberships that allow customers to shop in its warehouses, which feature low prices on a limited product assortment. Costco mainly caters to individual shoppers, but roughly 20% of paid members carry business memberships. Food and sundries accounted for 40% of fiscal 2021 sales, with non-food merchandise 29%, warehouse ancillary and other businesses (such as fuel and pharmacy) nearly 17%, and fresh food 14%. Costco's warehouses average around 146,000 square feet

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About Otis Worldwide Corp

Otis is the largest global elevator and escalator supplier by revenue with around one quarter of share excluding Japan. In 1854 Otis' founder and namesake, Elisha Graves Otis, invented a safety mechanism that prevented elevators from falling if the hoisting cable failed.The company's product and service lifecycle begins with installations of elevator units in new buildings, later selling maintenance services on the units, and eventually replacement of the units after the average 15-20 year useful life of an elevator. As the largest global OEM, over decades Otis has built a base of 2 million elevators under service. Its business model is much the same as that of its competitors Kone, Schindler, and Thyssenkrupp.

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