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From Survival to Sustainability: Mareve Manpower’s Strategic Crossroads
Jewel Espinosa, Albert Wee Kwan Tan, and Sandeep Puri
Asian Institute of Management, Philippines
Volume 21: 2026, pp. 00-00; ABSTRACT
Mareve Manpower Services Company in the Philippines achieved steady revenue
growth, reaching US$8.3 million in the first half of 2025, yet this performance masked deep
structural weaknesses. The firm faced acute liquidity pressures due to long payment cycles, heavy
dependence on four key clients, and thin margins. At the same time, informal operations, weak
documentation, and the absence of formal HR systems exposed Mareve to legal risks, as evidenced
by unfavorable labor rulings. Rising employee dissatisfaction and turnover further threatened
service quality and client relationships. The founders had to decide whether to prioritize internal
system strengthening, pursue client diversification, or implement financial reforms such as
borrowing or receivables financing. Each option carried trade-offs given limited resources. The case
highlighted a central dilemma of sequencing strategic priorities, as Mareve transitioned from a
relationship-driven model to a more structured, resilient, and scalable organization in an
increasingly competitive facility management industry.
Keywords: customer diversification strategy, business model transformation, operational scaling,
liquidity and financing decisions, HR formalization and compliance.
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