The Need for Business Missions and Its Practical Operation as Experienced by a Field Missionary

Song‑won Kim(Africa Research Association)

Abstract

This article discusses the need for business missions as experienced while planting churches in the field, and the practical operations that followed. It describes the connection between church-planting ministry and business, approaches to business and finances as a missionary, the beginning of actual entrepreneurial efforts, and the preparations needed to conduct business in the field. Additionally, it mentions various business models that were actually tried in the field and considers how business missions can continue to be developed biblically and effectively in the future.

Table of Contents

1. The Need for Business as Felt in the Field

   
   

   1.1. From One Muslim Believing in Jesus to the Formation of a Church

   
   

   1.2. Church Self-Sufficiency

   
   

   1.3. The Necessity of Business Missions

2. Business Mission Approaches and Finances

   
   

   2.1. Approaching Business as a Missionary

   
   

   2.2. Financial Principles in Business Operations

   
   

   2.3. Integrity

3. Practical Operation of Business Missions and Models

   
   

   3.1. Starting a Business

   
   

   3.2. Elements to Prepare for Doing Business in the Field

   
   

   3.3. Business Models Tried in the Field

4. Conclusion

1. The Need for Business as Felt in the Field

1.1. From One Muslim Believing in Jesus to the Formation of a Church

God called me, an ordinary young professional, to be a missionary. At the age of 30, I came to the mission field with a calling to plant a church. Following that calling, even after 12 years, I am still serving to plant a church in this land. As a servant, I continue to evangelize and disciple those who believe in Jesus, nurturing brothers and sisters in Christ.

From the perspective of the local people, what is the journey of a Muslim who believes in Jesus and lives as one of the very few Christians in an Islamic context? From my experience, accepting Jesus in an Islamic society can happen if evangelism is diligent. However, over time, for various reasons, many return to the broader Islamic society rather than remaining committed as church members. A significant number accept Jesus, yet a substantial number leave the church. Through this cycle, only a minority of believers remain as committed disciples.

Why do many leave and only a few remain? Living as a Christian in a predominantly Muslim society involves giving up much and risking loss. Practically, those who accept Jesus are often socially vulnerable: the poor, marginalized, or less-educated, who have little to lose. Those with wealth or social power face a higher “threshold” to accept Jesus, as doing so requires sacrificing much.

To address this, one common practice in the mission field is that missionaries provide direct support to local Christian believers. Although socially, missionaries and local believers may come from different classes, within the church they are brothers and sisters. Therefore, material support is sometimes provided, and a simple wage-like system may be created to compensate labor. A typical example is a language tutor: a local teaches the missionary the local language, and the missionary provides financial support in the form of a “salary.”

However, while well-intentioned, this type of assistance rarely produces long-term positive outcomes. It creates two main issues:

1. Subtle tension and comparison may arise between locals who receive financial support and future converts entering the church, making it hard to form a healthy community.

2. Local disciples who believe in Jesus need to integrate into all levels of Islamic society and live with influence, rather than existing solely in the sheltered environment of a house church. Spending extended time in such an economic “greenhouse” makes it harder for them to root themselves in local society later, because they miss the opportunity to develop competitiveness.

Ultimately, once someone accepts Jesus and becomes a church member, the path they must walk extends beyond the church. For students, this could mean preparing for university entrance exams; for unemployed individuals, pursuing job opportunities that match their skills. This preparation is an essential element of discipleship.

1.2. Church Self-Sufficiency

Once a person accepts Jesus, and several such people gather to form a house church, the next topic becomes church self-sufficiency. How does a church become self-sufficient? If we understand the church as a living entity, it must achieve both spiritual independence and financial independence. Members must mature personally, forming relationships in society, finding employment, and building their own households. Likewise, they must be able to sustain themselves financially without parental support and gradually expand their livelihood. For a church to become self-sufficient, it must stand on two pillars: spiritual and financial independence.

First, spiritual independence. Even after the pioneer who initially evangelized and discipled one person leaves, the church community must continue the work. This requires faithful local brothers and sisters to be established as disciples. Just as Jesus spent three years mentoring His disciples fully, planting 12 disciples over three years would be considered a great success. In reality, however, this process takes a long time—it is a journey of faith.

Second, financial independence. An example of early self-sufficient churches is Gosan Church in Ganghwa Island, established 120 years ago when the gospel first entered Korea. One of its five core values was faith in self-sufficiency:

“Not relying on missionary support, but independently purchasing and operating a place of worship and leading in missions.”

Early local worship communities often met in homes. Meals were modest, but sharing what they had minimized financial needs. However, as numbers grew, rental spaces for worship became necessary. Special events, like strategically inviting friends during Christmas, also required a venue. For the long term, a physical church building was needed. This required a pastor to build external relationships and lead the church full-time, supported by congregational offerings. Naturally, offerings come only if members are financially independent. Without early financial independence among locals, after 10 years only a small group of house churches or underground churches may remain. Occasionally, a financially independent local believer came to faith and joined the community, which could help the local group achieve financial independence. However, such cases were rare, and relying on them for the community’s overall self-sufficiency was not feasible.

1.3. The Necessity of Business Missions

Most local people who accept Jesus, as mentioned above, are socially vulnerable: the poor, marginalized, or less-educated. Jobs available to them in local society are usually day labor, such as washing dishes, construction labor, or office cleaning. While these jobs are valuable and may be God-led, they offer no long-term prospects. After 10 years, the pay and work remain largely unchanged. Such work cannot provide financial independence.

Young people are willing to take challenging jobs if they can learn from them. However, simple labor without growth opportunities is rarely pursued continuously, even when no alternatives exist. This situation leads us to consider small-scale entrepreneurship. The Bible supports honest work and its rewards:

“Whoever sows sparingly will also reap sparingly, and whoever sows generously will also reap generously.” – 1 Corinthians 9:6“The hardworking farmer should be the first to receive a share of the crops.” – 2 Timothy 2:6

The legitimacy of money earned through honest labor is acknowledged in Scripture. In starting a business in the field, three questions should be considered: Why, What, How.

Why? The purpose of the business must be clear. Why are we doing this here, now? If the company succeeds, what is the intended path? How will the revenue be used? This defines the identity of the company.

What? This is largely a matter of competition, not faith. What kind of work can generate revenue? What skills are needed to be competitive in the market? Objectivity is required.

How? How will initial startup capital be raised? BAM (Business As Mission) mentors suggest that healthy startups begin with the founder’s own resources. Investment or loans are possible, but investment can compromise ownership and influence the company’s identity, while loans require repayment on schedule. Starting with personal funds usually means beginning small and growing gradually while developing competitiveness. Careful planning, mentorship, and learning are essential to survival in the market.

2. Business Mission Approaches and Finances

2.1. Approaching Business as a Missionary

A missionary is someone officially sent by a church, and therefore publicly accountable. Planting a church among an unreached people requires a strong vision and faith. Church planting is not management; one must adapt to unprepared conditions and sometimes navigate uncharted territory to fulfill the mission.

To focus fully on the field, missionaries do not worry excessively about domestic issues or financial support after being sent. They receive monthly financial support for living expenses. How much is needed and how it is spent in the field is managed personally, but finances are ultimately entrusted by faith, allowing the missionary to focus on ministry.

While everyone else earns money for daily life and plans consumption and future accordingly, missionaries have a unique lifestyle regarding finances and may lack practical financial awareness. Understanding this lifestyle is important before judging it positively or negatively. Over past ministry periods, I have experienced that God sufficiently provided for all needs in the field, and I am thankful upon reflection. Most missionaries continue their work trusting in the Lord in this way.

What is Business? Business is trade. In the Parable of the Talents in Matthew 25, it says that the servant who received five talents went out and traded with them, earning five more. Business is an economic activity—it is about earning money. Approaching business requires answering the question: “How can money be earned through trade?”

Having strong faith does not automatically mean someone is skilled in worldly matters. Just as studying requires understanding how to get good grades and competing effectively, business also requires thinking, approaching, and acting strategically in a practical way. Only by doing so can goals be achieved.

Ironically, one of the areas where missionaries are most vulnerable in business is faith itself. Living by faith does not mean questioning everything with “how?” and acting only once it is fully understood. Business, however, is about “how?” from start to finish. Each step must be objectively evaluated to generate profit.

The author has experience with four startups in the mission field. Once, he started a small restaurant with a local brother. The initial capital was very small, so strict cost reduction had to be prioritized from the beginning, and there was no room for second chances in any decision. One day, the local brother asked,

“What happens if our restaurant doesn’t succeed?”

Indeed, in faith, as long as one is right before God, there is no failure. In business, however, no matter how good the motivation, failure is possible. The author initially assumed the restaurant would succeed simply because it was for church planting and supporting local believers. After that question, the author revisited every aspect of the plan and gave his brother a clear answer:

“Of course, it could fail. But right now, the probability of success is high, and here’s why,”

He then explained several reasons. The result: the initial investment was recovered within six months. Remarkably, all three reasons he had given were accurate. The basis for these conclusions? Experience—more than ten years in the field and previous startup experiences.

I also met a successful businessman who has done Business as Mission (BAM) for many years. Having met many missionaries and visited mission fields, he shared a similar perspective:

“Missionaries often have good intentions and different economic perspectives, but their first approach to business is rarely objective. This increases the likelihood of failure. Paradoxically, it’s better not to start business missions casually.” I explained that, due to the missionary lifestyle of requesting and receiving financial support, there may be gaps in practical business skills.

Business is fundamentally an activity to generate profit. Therefore, failure can result in loss, and success can generate gain. The founder must objectively place their capabilities and resources on a 50:50 probability scale, asking “What can I actually do, and how?” Only this rigorous objectivity can prevent prayers from remaining vague, like:

“Lord, I have this dream. Please send me to a good university,”

which lacks direction and basis.

2.2. Financial Principles in Business Management

It is not uncommon to see faithful ministers fall into corruption because of finances. What is corruption? Since we do not have the authority to judge, it is difficult to definitively say someone is corrupt. What is clear, however, is that one must not fail financially before the Lord.

In business missions, what constitutes failure? In the secular world, the standard is simple: Was the business profitable and successful, or did the founder lose their investment? In Business as Mission (BAM), there are two standards for success and failure:

1. The same standard as secular business: profitability and success.

2. The original purpose of starting the business—was the initial mission achieved or not?

Even if a business in the mission field generates profit and establishes itself, if it continues in a direction unrelated to the original purpose set before the Lord, it cannot be considered a successful mission business. Just as offerings are to be used according to their intended purpose, business missions must also be used according to the original purpose.

God does not evaluate us by how much money we have or spend. In his letters, Paul advises Timothy not to love money, yet in his letter to the Philippians, he states he has experienced both poverty and abundance and can do all things. God observes our hearts and verbal confessions. Worship must be sincere and spiritual; this is what matters. For business missions, it is crucial that the founder, the business, and the path taken remain consistent with the original purpose. Maintaining a stewardship mindset is fundamental.

2.3. Integrity    

What is the standard of integrity in business operations? How can honesty be verified? The most basic system in business is the accounting ledger. If the business in the mission field is not a short-term fundraising activity but has a special purpose, it must primarily operate according to local commercial laws. This includes tax filings, employment, revenue, expenditures, and repayment of capital. The flow of finances should be explainable both to the local financial authorities and to the sending church or mission organization.

By reviewing the accounting books, one can understand the company, ask questions, and gain a comprehensive view of its financial condition, operational results, and future direction. If management is unhealthy or the BAM vision is lost, external feedback can be given and improvements made.

If a business operates without proper accounting, what happens? One must rely solely on the founder’s word—a personal request for trust, which is insufficient. In secular businesses, manipulating or hiding financial statements is a crime. Therefore, financial record-keeping is essential, serving as a foundation for business management and a standard for healthy, honest BAM operations.

3. Business Mission: Practical Operations and Models

3.1. Beginning a Startup

The first concrete thoughts about starting a business in the field arose about seven years after being sent. It was not yet about a comprehensive mission strategy using business for good influence, but rather motivated by just one soul. Specifically, it was because two or three local young believers were still living near-poverty lives even seven years after accepting Jesus, unable to become self-sufficient.

It became clear that without external support to help change their lifestyle, progress would be difficult. After much prayer and discussion with the locals involved, we considered what ordinary people like us could do in the field. At that time, we had a 4-pyeong (~13 m²) space and a small Korean-style restaurant concept, but everything else was uncertain. Questions included: How to raise initial capital? How much revenue could the business generate? Where to buy necessary equipment? How to handle interior construction?

These are common concerns for any aspiring entrepreneur. Successful startups often share a common feature: the founder must actively confront and overcome uncertainties themselves. Even if it temporarily changes the missionary’s usual ministry priorities, this problem-solving process is essential for success.

The author has participated in small startup competitions at BAM conferences, which helped objectively evaluate ideas. Receiving accurate evaluation and mentoring in the intended business field is highly valuable when taking the first steps.

3.2. Elements Needed to Prepare for Business in the Field

3.2.1. Language Skills

Mission work is a calling for all believers. Every believer can participate in mission through the one who gives them ability. In the field, people of all generations—from children to seniors—are involved. In particular, senior missionaries are often sent with business missions in mind from the early stages of ministry. However, in the area where I serve, it has been observed that many senior missionaries failed to establish a central point for their business or ministry and eventually returned home.

These missionaries brought with them professional experience and spiritual gifts, ranging from careers in major domestic corporations to self-employment. Nevertheless, many struggled with learning the local language, the first major barrier they encountered in the field, and therefore could not progress to the business implementation stage. Even if they attempted a startup, the need for significant initial investment likely represented a high risk.

Business, by nature, is an activity carried out through human relationships. It requires clear communication with various stakeholders, such as government officials, local partners, merchants, and suppliers encountered during market research. Language barriers can pose direct risks, especially during contracts or negotiations that involve financial commitments.

In the country where I serve, Arabic is the official language, but French is used as a secondary language; most official documents and communications with university graduates are conducted in French. In practice, Korean expatriates running restaurants locally may not speak Arabic at all but successfully communicate with staff and customers in French and run their businesses effectively.

Conclusion: For business in a mission field, language proficiency is an essential prerequisite. Starting a business without resolving language barriers significantly increases the risk of failure. Therefore, missionaries should invest heavily in learning the local language (or working language) from the early stages of their mission.

3.2.2. Field Expertise

When a missionary spends an extended period in the field, field expertise naturally develops. This includes understanding geography, language, and local society, religion, and culture. Part of this expertise is deeply understanding the mindset and worldview of the people being served.

However, some areas are more difficult to develop over time. These include local commercial law, tax law, economic systems, labor environments, construction practices, and operational procedures. Even long-term missionaries may lack expertise in these fields. For example, when I tried to establish a company, I spent significant time attempting to personally handle procedures typically delegated to a local tax accountant. While technically anyone can perform these tasks, in practice, it is usual to delegate them to a professional agent.

Similarly, during construction projects, such as hiring electricians, plumbers, or contractors, I faced challenges due to unfamiliarity with local wage levels and industry practices. However, these areas can improve significantly if the entrepreneur actively learns and challenges themselves.

Most mission fields where missionaries work are developing countries or regions with incomplete social systems, which inherently contain many variables. Common challenges include:

• Ordered goods not arriving

• Stock availability being unreliable

• Difficulty obtaining required documents for bank account setup

• Unpredictable construction timelines for commercial electricity installations

• Unexpected additional payments or fees

There is no single skill that solves all of these variables. Many issues are rooted in the local worldview and cultural context, requiring deep understanding of people. Missionaries must anticipate actual needs and comprehension beyond superficial conversation, plan holistically, and take precautions, sometimes even issuing warnings to clarify responsibilities.

However, some issues cannot be resolved despite strong objections. These difficulties are magnified if one is making all decisions alone. Therefore, it is highly beneficial to have a mentor, business partner, or spouse with whom one can discuss variables, share context, and receive input.

For example, determining whether a certain action constitutes bribery or is an acceptable local practice can be ambiguous. In such cases, it is crucial to discuss the context with a knowledgeable third party to objectively evaluate the situation, which can be extremely helpful.

3.2.3. Business Expertise

When planning a business in the field, it is essential to clearly establish Why, What, and How from the start. Among these, the What corresponds to business expertise. This concerns what you will do, what skills you will use, or what products you will sell to generate income.

For example, after starting a restaurant in the field, I felt the need to produce rice cakes (tteok) myself and attempted to expand into that area. Based on knowledge from online research, it seemed easy. I even had an opportunity to get a home-use rice cake machine from Korea and tried making rice cakes. I failed, losing about 300,000 KRW for the machine. Later, I explored the local second-hand machinery market and found equipment with similar performance, but the price was high, and I realized I lacked sufficient business expertise in this area to justify the investment.

Business expertise does not necessarily need to reside solely in the founder. If there are friends, relatives, or colleagues with the necessary knowledge who can collaborate, the founder can still execute effectively. However, if neither the founder nor anyone in their network has sufficient expertise, starting the business becomes very difficult, and there is no one capable of taking responsibility for high-cost investments.

For missionaries in the field, taking a sabbatical to gain practical experience in the same industry, or obtaining a degree or professional certification, can significantly upgrade their business expertise.

3.3. Business Models Tried in the Field

The Business as Mission(BAM) model varies greatly depending on the founder’s character and the regional, cultural, and economic context. Therefore, even within the same industry, models and outcomes can differ significantly based on local circumstances.

The business models introduced in this section are examples of cases that I personally attempted and experienced in the field while planting churches.

3.3.1. Starting a Business to Employ Locals

Among the local believers in the church community, two or three brothers and sisters had strong faith but remained unemployed for several years, or were unable to live as full-time ministers due to the lack of financial support. Naturally, to provide employment for these individuals, we started a small 4-pyeong (≈13 m²) restaurant.

Because of this context, the business was envisioned as a sort of “workplace church,” and operations were designed not just as a regular restaurant but as an extension of ministry. Every morning, we prayed together, held worship in the restaurant, and evangelized and served other Muslim staff. The restaurant was operated so that time and finances invested in work would directly contribute to church-planting ministry.

The initial goal of employing local Christian brothers and sisters was achieved. Additionally, other church community members were also employed, providing further jobs. This business model benefits greatly from field expertise when working with believers.

However, when operational responsibilities arise, emotional conflicts with staff members can occur, potentially affecting relationships. This is particularly sensitive because workplace conflicts can spill over into the church community. A good church deacon could become a bad boss at work, while the reverse—a good boss being a bad believer—is less likely. It is essential for the founder to be a good and respected boss. Only then can workplace conflicts gradually become opportunities to build mutual trust over time.

In the early stages, believing brothers and sisters are employees, but over time, as they gain experience and responsibility, the business could gradually be fairly transferred to their capabilities. These considerations are important, and there are many additional details and practical matters that must be addressed in this context.

3.3.2. Entrepreneurship as Holistic Mission

The evangelization of a people cannot be achieved simply by establishing a single church and registering it as a legal church with the government. Many seeds of ministry need to be sown. When the history of Acts—spreading the gospel, prayer movements, and discipling first-generation Christian leaders—is laid as the foundation, the Lord works according to His timetable.

During my time in the mission field, I experienced many situations where the local people were spiritually and physically exhausted, discouraged, and frustrated. Often, I realized that such a context cannot be transformed through one-dimensional evangelism alone. There are many times when care, like that of the Good Samaritan who helped the man beaten by robbers, is needed.

Entrepreneurship in honestly run businesses provides opportunities and influence, especially where young people can learn and grow. How can the lazy learn diligence? By seeing diligent people firsthand. Observing those who live with hope and perseverance even in challenging circumstances brings insight.

Currently, in the restaurant I operate, three Christian youths and five Muslim youths work together. The purpose of starting this restaurant was not simply to provide jobs for the three Christian youths. It is meant to serve as a “pasture feeding the flock,” helping those who cannot establish hope on their own. This entrepreneurship began as a response to the unemployment issues that local youth desperately face. Through this, we pray and challenge ourselves to see what influence can be exerted and how new ministries can be opened.

3.3.3. “One Sheep” Project

In Daughters of Islam by Miriam Adeney, there is a story about lending a local person a sheep. If they raise it well and it becomes a basis for self-reliance, they return a lamb, which is then used to help another local person achieve independence. This sheep circulates like seed money.

Previously, I started a small restaurant to help employ some local brothers and sisters, but after three years, I had to leave due to various issues. In that process, the brothers and sisters who had worked with me from the beginning also became unemployed. Two things surprised me at that time:

1. Even though they could have continued working under a new owner, all the brothers and sisters who had helped pioneer the church left. Perhaps a sense of loyalty played a role, but it seemed that the youth generation thirsts not only for financial stability but also for proper values and a sense of community.

2. Despite my entrepreneurship aimed at helping them, after three years, they had not achieved practical independence. Simply being employees receiving a salary made it difficult to establish a foundation for self-reliance.

At that time, a fellow missiona      ry shared the story of the “one sheep” from Daughters of Islam and advised that, though difficult, we might try a small enterprise led by the locals themselves. I concluded, “I will not start a business to employ them; instead, it must belong to them from the very beginning.”

To achieve this, two conditions had to be met:

1. They must be the ones leading the business.

2. They must provide the initial capital themselves.

Together with a local brother and his wife, we set three conditions:

1. Bring whatever initial capital you can provide.

2. I will lend my capital to start the business together, but I will only recover the principal. Once the principal is repaid, I will completely withdraw.

3. The scale of the business will depend on the size of the initial capital.

Under these conditions, we started a small restaurant again. They already had over two years of experience in pioneering and operating a restaurant, so they possessed basic operational expertise. My role was still significant in construction, administrative procedures, fund management, and menu development.

Although the brothers and sisters still had some shortcomings, the business was now directly tied to their independence, creating a strong intrinsic motivation. As a result, I recovered all the seed money principal within six months and, as promised, completely withdrew from management and financial tasks. One year later, I judged that they had reached economic self-reliance.

This model clearly has advantages, but the key is that the locals must have the capability to take responsibility and the expertise to manage the business afterward. Without these conditions, this model is difficult to implement.

3.3.4. Business Focused on Activity Rather Than Profit

This business model prioritizes securing a platform to sustain field ministry rather than focusing on profitability or job creation. It is often referred to as Business for Mission.

In my case, about three years ago, I started a Korean language academy centered on Korean language education, which fits this model. At the time, my fellow missionaries and I were struggling with ministry because we could not obtain long-term residency visas. After reviewing local commercial law, we found that educational businesses, such as language academies, had relatively simple establishment procedures and required minimal initial investment. We determined that generating just enough revenue to cover essential expenses—rent, administrative costs, and promotional costs—would be sufficient, and thus we established the Korean language academy.

The academy operated on a low-commitment schedule, holding classes about once a week. Three missionaries with Korean teaching certificates used the academy as a platform to secure stable residency visas. (For reference, the Korean teaching certificate can be obtained through an intensive short-term program during a sabbatical period.)

After establishing the academy, it remained stable without requiring intensive effort, fulfilling its initial purpose. This allowed us to maintain basic engagement activities, such as personal interactions with students and Christmas events. If a missionary with expertise and vision in education fields such as language, music, or dance were to operate such a platform, it could develop even more professionally.

However, because profitability is low, it is difficult to employ local people on a full-time basis, and even if they are employed, providing wages sufficient for self-reliance can be a significant burden. Furthermore, due to the activity-focused nature of this type of business, there are inherent limitations in achieving long-term independent vision and expansion.

4. Conclusion

The essence of the gospel has never changed. However, in specific eras and contexts, the gospel is communicated through various people and diverse methods. Business is not a newly emerging tool; it has always been part of church history over the past 2,000 years. Today, it is increasingly difficult to achieve church planting and self-reliance without engaging in business. Capitalism has already established itself as the most powerful force globally, transcending ideology, region, and religion.

Business as Mission is still ongoing. It is not a field with a clearly defined roadmap or complete manual; new doors continue to be opened in response to local realities and changing times. Perhaps it is unfolding alongside the first-generation disciples and churches being established among the remaining unreached people groups.

Business within capitalism demands constant expansion and reinvestment. Under the justification of preparing for the future, there is continuous, relentless pursuit of competitiveness. In contrast, business within God’s kingdom is different. While it must operate according to worldly business rules, there are moments of rest and guidance allowed by the Lord. As the Bible clearly testifies, God’s character is one of abundance. He is not a shepherd who uses people as tools and then abandons them; He takes responsibility and cares for them to the end.

Even in the secular world, there is ongoing discussion about creating healthy business models. A healthy work environment ensures business longevity, and the understanding that fair transactions benefit both parties is spreading. Beyond this, there is an ongoing need for in-depth dialogue and learning about what biblical business mission should look like.