Enterprise Competitors
| EPD Stock | USD 37.20 0.48 1.31% |
Enterprise Products and EOG Resources Correlation Summary
Almost no diversification
Across the chosen horizon, EPD and EOG show a correlation of 0.95 and fall into the Almost no diversification bucket. The overlap area represents the portion of risk that may be diversified away when both instruments are held together and nothing else in the portfolio changes.
Moving together with Enterprise Stock
Moving against Enterprise Stock
The mean reversion framework for Enterprise Products is built on the premise that markets are not perfectly efficient and that prices periodically overshoot their intrinsic value in both directions.
Enterprise Products Competition Correlation Matrix
Correlation analysis between Enterprise Products Partners and its competitors helps investors understand whether diversification is real or only superficial inside the same peer group. This matrix is most informative when investors want to know whether adding another peer would improve diversification, increase crowding, or leave total risk largely unchanged.
Risk-Adjusted Indicators
There is a big difference between Enterprise Stock performing well and Enterprise Products Company doing well as a business compared to the competition. There are so many exceptions to the norm that investors cannot definitively determine what's good or bad unless they analyze Enterprise Products' multiple risk-adjusted performance indicators across the competitive landscape. These indicators are quantitative in nature and help investors forecast volatility and risk-adjusted expected returns across various positions.| Mean Deviation | Jensen Alpha | Sortino Ratio | Treynor Ratio | Semi Deviation | Expected Shortfall | Potential Upside | Value @Risk | Maximum Drawdown | ||
|---|---|---|---|---|---|---|---|---|---|---|
| ET | 0.83 | 0.19 | 0.25 | -3.17 | 0.63 | 2.22 | 4.31 | |||
| WMB | 1.06 | 0.24 | 0.21 | -1.27 | 0.99 | 2.20 | 6.23 | |||
| CNQ | 1.55 | 0.51 | 0.28 | -8.39 | 1.58 | 3.37 | 8.29 | |||
| KMI | 0.92 | 0.27 | 0.22 | -2.52 | 1.02 | 1.99 | 5.84 | |||
| MPLX | 0.75 | 0.10 | 0.13 | -0.57 | 0.84 | 1.59 | 4.18 | |||
| EQNR | 1.76 | 0.58 | 0.30 | -3.75 | 1.48 | 3.90 | 10.96 | |||
| OKE | 1.35 | 0.20 | 0.13 | -1.17 | 1.58 | 2.69 | 9.00 | |||
| TRP | 0.92 | 0.22 | 0.25 | -1.36 | 0.74 | 2.11 | 5.58 | |||
| PBR-A | 1.54 | 0.56 | 0.31 | -2.59 | 1.40 | 4.47 | 8.35 | |||
| EOG | 1.54 | 0.27 | 0.18 | -1.75 | 1.41 | 3.61 | 7.77 |
Peer Comparison: Net Income
Net income is one of the most important fundamental items in finance. It plays a large role in Enterprise Products financial statement analysis. It represents the amount of money remaining after all of Enterprise Products Partners operating expenses, interest, taxes and preferred stock dividends have been deducted from a company total revenue.Compare Enterprise Products and related stocks such as Energy Transfer LP, Williams Companies, and Canadian Natural Net Income Over Time
Select Fundamental| 2010 | 2011 | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | 2024 | 2025 | 2026 | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| ET | 450.2 M | 309.8 M | 304 M | 196 M | 633 M | 1.2 B | 995 M | 954 M | 1.7 B | 3.5 B | -648 M | 5.5 B | 4.8 B | 3.9 B | 4.8 B | 4.9 B | 5.1 B |
| WMB | 31.6 M | 376 M | 859 M | 430 M | 2.1 B | -571 M | -424 M | 2.2 B | -155 M | 850 M | 211 M | 1.5 B | 2 B | 3.2 B | 2.2 B | 2.6 B | 2.7 B |
| CNQ | 34.3 M | 2.6 B | 1.9 B | 2.3 B | 3.9 B | -637 M | -204 M | 2.4 B | 2.6 B | 5.4 B | -435 M | 7.7 B | 10.9 B | 8.2 B | 6.1 B | 10.8 B | 11.4 B |
| KMI | 152 M | 594.4 M | 444 M | 1.2 B | 1 B | 337 M | 708 M | 183 M | 1.6 B | 2.2 B | 180 M | 1.9 B | 2.6 B | 2.5 B | 2.6 B | 3.1 B | 3.2 B |
| MPLX | 103.3 M | 134 M | 13.1 M | 77.9 M | 121.3 M | 156 M | 233 M | 794 M | 1.8 B | 1 B | -720 M | 3.1 B | 3.9 B | 3.9 B | 4.3 B | 4.9 B | 5.2 B |
| EQNR | 17.6 M | 13.2 B | 12.3 B | 6.6 B | 2.9 B | -4.3 B | -2.9 B | 4.6 B | 7.5 B | 1.8 B | -5.5 B | 8.6 B | 28.7 B | 11.9 B | 8.8 B | 5.1 B | 5.8 B |
| OKE | 37.5 M | 360.6 M | 360.6 M | 266.5 M | 314.1 M | 245 M | 352 M | 387.8 M | 1.2 B | 1.3 B | 612.8 M | 1.5 B | 1.7 B | 2.7 B | 3 B | 3.4 B | 3.6 B |
| TRP | 278.1 M | 1.6 B | 1.4 B | 1.8 B | 1.8 B | -1.1 B | 233 M | 3.2 B | 3.7 B | 4.1 B | 4.6 B | 2 B | 748 M | 2.9 B | 4.7 B | 3.5 B | 3.7 B |
| EOG | -6.1 M | 1.1 B | 570.3 M | 2.2 B | 2.9 B | -4.5 B | -1.1 B | 2.6 B | 3.4 B | 2.7 B | -605 M | 4.7 B | 7.8 B | 7.6 B | 6.4 B | 5 B | 5.2 B |
Enterprise Products Competitive Analysis
Understanding where Enterprise Products stands in its competitive peer group is essential for assessing its investment potential. Investors can use Enterprise Products' competitive analysis to identify whether the company commands pricing power or faces margin pressure. Enterprise Products' competitive standing becomes clearer when measured alongside Energy Transfer, Williams Companies, and Canadian Natural. With 52.60 B in revenue and a 79.38 B market value, Enterprise Products anchors one end of the peer spectrum. Profitability stands at a 11.05% net margin with return on equity reaching 19.50%. The gap between Enterprise Products and Energy Transfer is instructive. Net profitability gives Enterprise Products an edge at 11.05% versus Energy Transfer at 5.18%. The gap between Enterprise Products and Williams Companies is instructive. Top-line revenue favors Enterprise Products by a wide margin: 52.60 B to 11.95 B. Turning to Canadian Natural adds another dimension. Enterprise Products carries a higher earnings multiple of 10.71x compared to 7.81x for Canadian Natural. The relative data makes clear that Enterprise Products and its peers each serve different portfolio roles, and understanding those differences is a prerequisite for informed position sizing.| Better Than Average | Worse Than Peers | View Performance Chart |
Enterprise Products Peer Performance Charts
How to Analyze Enterprise Products Against Peers
Enterprise Products' peer analysis compares Enterprise Products with related companies to put valuation, quality, and risk metrics in context. This helps determine whether recent performance is company-specific or broadly sector-driven. A practical workflow includes:- Set a relevant peer group: Include direct competitors and close alternatives with comparable business exposure.
- Benchmark core financials: Compare profitability, growth, capital structure, and cash flow quality.
- Check valuation dispersion: Review whether Enterprise Products trades at a premium or discount versus peers and why.
- Evaluate risk profile: Compare volatility, drawdowns, and correlation to avoid false diversification assumptions.
- Document the thesis: Record where Enterprise Products leads or lags and what catalysts could close or widen the gap.