Last fall, David Befus resigned from his position as president of a missions agency (LAM) and headed down to Columbia to start a "Kingdom Business" microcredit program from zero, using the principles in his book (Where there are No Jobs) as a guide.

It is a good case study for what missionaries and NGOs can do on a small scale. Starting with nothing, he's begun to see what is possible. According to David, the U.N. considers the Colombia "displaced people" phenomenon as the greatest human development problem in this hemisphere, and he decided to locate the program in the poorest area of Colombia (Atlantic Coast) to address the poorest population.

At this point they have a completely financially sustainable program with one national staff, over 300 loan clients and a fully equipped office that they rent. One bank that he borrows from in the U.S. is now asking him to help start up a similar program in Honduras. Here's an official update that David sent us last week.

Background: Leaders of the AIEC church network, with over 700 churches in the Northern Coast of Colombia, attended a "Kingdom Business" workshop in October, 2006. The Northern Coast is considered to be one of the poorest areas of the country, which has suffered "the greatest human catastrophe in the hemisphere" (United Nations), a civil war which generated over 3,000,000 displaced peoples. The guidelines in the 2001 book, initially written in Spanish ("Negocios Para El Reino") and later published in English (first as "Kingdom Business," then with the title "Where There Are No Jobs") were used to design the program, which, contrary to the "BAM" literature on micro credit, was to be entirely without subsidies, as none were available. A loan program was capitalized with commercial loans, and strict procedures crafted to guarantee on-time payment. A new organization, separate from the AIEC denomination, was created in October, 2007, and funding for enterprises began in December.

Progress: As of the end of June there are 262 business clients in the program, with 22 organized committees that provide on-going supervision and oversight. Office rent and all operational costs have been paid entirely from the interest margin, as has the salary of one full-time professional. During the summer a college intern from Biola University has also been very helpful, and when he leaves another full-time staff person will be employed. Investment funds total just over $50,000, with most of that amount owed to two U.S. entities. During the first semester, the new organization, Desarrollo Integral, applied for and received legal incorporation. The Desarrollo Integral operation, which has not yet received any subsidies, has directly created almost 1000 jobs during its first 6 months, providing income and support for more than 5000 people from households in the poorest sectors of Colombia. This outcome has been generated through a network of churches, in many cases substantially impacting the outreach of the church in a community. ("doing good")

Lessons Learned: (1) Whereas the program was initially targeted at the "displaced," it quickly became apparent that the status of "displaced" was an entitlement badge, and the term was dropped. That the program is targeted at the neediest people, who are often displaced, is now kept a secret, and the fact that many of the clients come from this sector, favored by some government welfare programs, is not discussed. (2) The money lenders in the informal market charge rates in excess of 20% per month. Small businesses that have been able to meet this hurdle rate and make a profit have been even more profitable when the interest costs decrease by 90%. (3) Even in the context of churches, there are some people who are "integrity challenged" when it comes to paying back a loan. The entrepreneurial training program, required of all clients, is a significant effort to add integrity and responsibility to Christian discipleship in the AIEC denomination, and with other churches in the region.

Come and See: Spirit Air and AVIANCA have direct flights to Cartagena, Colombia, and the Desarrollo Integral program run out of Sincelejo, 3 hours by bus from Cartagena. Travel from the U.S. is relatively inexpensive, as are the costs of room and board in Sincelejo. (for more information, send an e-mail to david.robert@telecom.com.co)

Labels: Case Studies, Columbia, David Befus, Recruitment and Job Opportunities, South America

Continue reading 'Theory to Reality - David Befus on launching a Business as Mission Effort in Columbia'

Over a year ago we featured 25 companies who are putting passion, theory, business and ministry together. These pioneers who are "living it" provide fuel for future business as mission entrepreneurs. Recently we had some avid readers add their input and help us re-rank the list. In case you're just joining the conversation, here's a recap and update:

Most Admired Kingdom Company #1: Galtronics :: Israel - Highlighted in the recent cover story of Christianity Today for their work in both business and ministry, Galtronics continues to be one of the largest and most influential business as mission companies. The recent hand off from founder Ken Crowell to new ownership begins a new phase in the life of a business as mission leader.

Most Admired Kingdom Company #2: Pacific Resources Intl :: China - Dwight Nordstrom continues to lead one of the foremost groups around the world learning how to do good business and great ministry. Dwight will be sharing some of his experience at the Baylor Conference on Global Poverty later this fall.

Most Admired Kingdom Company #3: Meixia Intl :: China- Meixia continues to be recognized as a leader in their local community and by the local government for providing great opportunities for hundreds of local employees. Recent growth has led to a US Sales office in Dallas, Texas. A little over a year ago we captured the story on video, click here to watch.

Most Admired Kingdom Company #4: EC Group :: India - Technology and off shoring continue to be hot areas for business development. Last year, EC Group helped Wycliffe Bible Translators expedite several of their translation projects, bringing the gospel to countries in half the anticipated time. They also will celebrate the 10th time of hosting a Global CEO Network conference this fall in Chicago.

Most Admired Kingdom Company #5: Little Texas :: Romania- Jerri Little and the team at Little Texas continue to be an example to others by developing a niche in the marketplace. The entrepreneurial nature of the team has carried over from their second hand clothing store to their bed and breakfast and their famous Little Texas Restaurant.

Most Admired Kingdom Company #6: Bethany Press :: United States - John DePree continues to lead this book manufacturer in its kingdom business efforts locally and internationally. Their journey to setup some international operations has the opportunity to save publishing costs, expand their impact and chart a course for other young adults to get involved.

Most Admired Kingdom Company #7 EA Brevita and Espresso Americano :: United States - A few weeks ago I had the incredible opportunity to spend some time with Ron DeMiglio and Jeff Ericson, the partners behind this very unique company who have leveraged technology to fuel their rapidly growing business. Their passion for business, ministry are opening some incredible doors in Africa, Asia and the Middle East. International revenues in 2008 will exceed 62 million US. Gross domestic revenue will be around 8.5 million. International gross revenue projections will be up by 33% next year while domestic revenue will rise by over 54% in 2009. (NEW TO THE LIST IN 2008)

Most Admired Kingdom Company #8: Bluefish TV :: United States- There's just something about the sights and sounds of video that captures people's attention. The largest Christian Video Publisher in the country caught our attention with their Business as Mission Videos (China: Kingdom Business, Olive Technology and India, Joseph- Trapped) as well as the video of the Little Girl and Psalms 23 that was viewed over 7 million times. They also celebrated a milestone of connecting over 2,000 young adults to opportunities (through the RightNow.org division) to use their passions and skills with mission agencies and companies.

Most Admired Kingdom Company #9: The Eastside Foursquare Church and Quality Inn :: Portland, OR - In a short time they purchased two major chain hotels in a run down part of town and transformed the community by providing a fresh start for many of the 80 employees. Amazingly this has also led to over 200 people coming to Christ. The transformation in the community has been so dramatic that the city officials say they have "done in 6 months what they were not able to do in 10 years". The profits continue to be reinvested into the business and heavily into the local community. Click here to watch a 4 minute video as the "Church of the Week on the 700 Club".

Most Admired Kingdom Company #10: Olive Technology :: India- Celebrating over 10 years in business and ministry, Joseph Vijayam and the team from Olive Technology have recently grown their presence in the US serving business as well as ministry clients like Campus Crusade for Christ, Frontiers, the MacClellan Foundation and Saddleback Church in California. Our team also was able to spend some time sharing their story through the video illustration, Olive Technology: Interning in India.

Most Admired Kingdom Company #11: Cards from Africa :: Rwanda- Following a win of the 2006 World Challenge Competition and the Urbana Business as Mission Competition, Chris Page and the team have expanded their sales presence in the United States and have launched other entrepreneurial efforts in Rwanda.

Most Admired Kingdom Company #12: The Barrington Group :: China- The story of twentysomething, Ben Briggs and this company's efforts to launch a Southeast Asia manufacturing plant continues to be an inspiring story for other twenty and thirty somethings looking to get involved.

Most Admired Kingdom Company #13: United States Plastic Company - Founder, Dr. R. Stanley Tam, made a promise to God that if he would prosper this business he would honor God in any way he could. Mr. Tam has placed 100% of the ownership of United States Plastic Corp. into a foundation whose purpose is to establish churches in third world countries. (NEW TO THE LIST IN 2008)

Most Admired Kingdom Company #14: Paradigm Engineering :: United States- The slowdown in the US economy challenges an industry that is centred so much on development. This in turn have led to some challenging times for the Dallas based team but in combining business and ministry these guys continue to be a leader. For the time being, the plans not to continue the Kingdom Catalyst / International Conference on Business as Mission has opened up a void in the event world.

Most Admired Kingdom Company #15: Innotec :: United States- Founded in 1992, Innotec supplies products to customers through uniquely automated manufacturing processes. Innotec has been blessed with numerous supplier awards based on cost, quality, innovation, delivery and service. They have earned a number of patents that contributed significantly to their customers success. (NEW TO THE LIST IN 2008)

Most Admired Kingdom Company #16: The Source Cafe :: Uganda- A few years ago our team at Bluefish TV traveled down to Uganda to capture the personal stories of a couple at this Business and Ministry venture. Click here to watch "An Internet Cafe in Africa"

Most Admired Kingdom Company #17: Extol :: United States- Since 1985 Extol has served the automotive, medical, furniture and various consumer-use product industries. Going beyond their personal and corporate witness, founders Chip and Ross began to use their company to help Water Missions http://www.watermissions.org/ improve their water purification system. What started out as an after-hours project grew significantly, producing generation upon generation of refinements in a system that has now seen deployment in hundreds of countries.

Most Admired Kingdom Company #18: The Vista Group :: Albania - Grant Van Cleve and Mimi Kruja continue efforts to lead a niche in the Albanian marketplace with their real estate development.

Most Admired Kingdom Company #19: Michael Management :: India- Continuing on as one of the leading HR service providers in India, the team ministers out of its corporate office in Hyderabad and branch offices in Mumbai, Pune, Chennai and Bangalore.

Most Admired Kingdom Company #20: Breakthrough India :: India- Robin Paul continues to lead an innovative consulting and training program for building employee confidence, team spirit and communication skills.

Most Admired Kingdom Company #21: Trade as One :: USA- Nathan George and the team at Trade One continue to be part of a growing niche of aggregators distributing handicraft goods from a variety of suppliers from third world countries.

Most Admired Kingdom Company #22: Go Africa Safaris :: Kenya- Led by some alumni and staff at Regent University's Center for Entrepreneurship, this group continues to be a growing niche business of customized travel in Africa.

Most Admired Kingdom Company #23: House Blend Cafe :: United States- Representing a growing niche of churches looking to launch local businesses with a global impact, House Blend continues on as a piece of the big Business as Mission puzzle.

Most Admired Kingdom Company #24: Yeager Kenya Group :: Kenya- Recently recognized in the Christianity Today issue on Business as Mission The Yeager Story is a great example of a twentysomething who took a step, blazed a trail and got involved.

Most Admired Kingdom Company #25: Prince of Peace Enterprises :: United States - They are well rounded, with divisions specializing in the areas of Natural Health, Ethnic Asian Marketplace and Overseas Export markets. With over 3,000 wholesale accounts, and gross yearly sales of over 20 million dollars, they are one of the leading companies in a unique market as well as a leader in giving back to business and ministry ventures.



Other Nominated Kingdom Minded Coffee and Restaurant Businesses

Ugly Mug Coffee : United States
One Village Coffee
Kafe Creative
Viva Bolivia

Other Nominated Travel Businesses

Morning Star Tours
Shemah Tours
Lighthouse: Thailand

Other Nominated Handicraft Businesses

Banyan Paper
Kingdom Ventures
Stitch and Bloom
Meiya Rugs

Other Nominated Service Minded Businesses

Cold Cup
bulembu

Other Nominated Medical Minded Businesses

Lumenous

Other Nominated Staffing Minded Businesses

Convenant India
Meador Staffing Services
the Momentum Group
Yejj Training: Cambodia

Other Nominated Automotive Minded Businesses

Cardone

Thank you for everyone's nominations and emails. If there is a company that you are aware of that didn't make the list, please email me. I've already received some great additions to the list for next year.

Labels: 25 Most Admired Kingdom Companies 2007, Bethany Press, Bluefish TV, Cards from Africa, Case Studies, EC Group, Galtronics, Jerry Little, Little Texas

Continue reading '25 Most Admired Business as Mission Companies-2008'

Over a year ago we featured 25 companies who are putting passion and theory and business and ministry together. This list of the "25 Most Admired Kingdom Companies" represent the pioneers who are "living it" provide a fuel for future business as mission entrepreneurs. It's been amazing to hear how they have encouraged so many readers and aspiring entreprenuers to get involved in this idea of business as mission.

Recently we had some avid readers add their input and help us re-rank the list of top business as mission books. Now we're looking to do the same, revise and expand the list of the "Most Admired Kingdom Companies".

I'm anxious to hear your input. Who did we leave off the list last time? Which company should have been ranked higher? Which new company should we include this time around?

Add a comment, email me your thoughts and we'll post a new list soon!

In case you missed it, here's the previous list posted over a year and a half ago:

Most Admired Kingdom Company #1: Galtronics :: Israel
Most Admired Kingdom Company #2: Pacific Resources Intl :: China
Most Admired Kingdom Company #3: Meixia Intl :: China
Most Admired Kingdom Company #4: EC Group :: India
Most Admired Kingdom Company #5: Little Texas :: Romania
Most Admired Kingdom Company #6: Bethany Press :: United States
Most Admired Kingdom Company #7: Olive Technology :: India
Most Admired Kingdom Company #8: The Barrington Group :: China
Most Admired Kingdom Company #9: Paradigm Engineering :: United States
Most Admired Kingdom Company #10: Cards from Africa :: Rwanda
Most Admired Kingdom Company #11: Bluefish TV :: United States
Most Admired Kingdom Company #12: Assemble Communications :: Singapore
Most Admired Kingdom Company #13: The Eastside Foursquare Church and Quality Inn
Most Admired Kingdom Company #14: The Vista Group :: Albania
Most Admired Kingdom Company #15: The Source Cafe :: Uganda
Most Admired Kingdom Company #17: House Blend Cafe :: United States
Most Admired Kingdom Company #18: Michael Management :: India
Most Admired Kingdom Company #19: Breakthrough India :: India
Most Admired Kingdom Company #20: Extol :: United States
Most Admired Kingdom Company #21: Prince of Peace Enterprises :: United States
Most Admired Kingdom Company #22: Yeager Kenya Group :: Kenya
Most Admired Kingdom Company #23: Trade as One :: USA
Most Admired Kingdom Company #24: Go Africa Safaris :: Kenya
Most Admired Kingdom Company #25: Meiya Rugs :: China

Labels: 25 Most Admired Kingdom Companies 2007, Case Studies

Continue reading 'We Need Your Opinion. Rank and Add to the List of the Most Admired Kingdom Companies'

Sector: Designer, manufacturer and supplier for Export of consumer décor products. The company develops and produces an array of glass products for retail sectors in North America and Europe. With on-site design teams, the company can assist customers in creating products to suit their market needs. Innovation in the production processes is quite evident – certain product construction designs are unmatched and could even justify an application for an international patent. While originally a “crafts shop”, the company has evolved into a high capacity producer of niche products used in decorating homes and buildings. Custom orders are still accepted, but are only processed for a manufacturing fee that is significantly higher than the standard repetitive manufacturing fees.

Champion: Expat who came to this country over 20-years ago, first as a language student, then, once the door opened to register a business, set up shop. Started with a range of products of which their mainstay was a minor possibility. Main product part artistic, part manufacturing advantage. Managed to hit a niche market for several years that led to incredible annual growth. However, niche market disappeared almost overnight. Though no formal business training, this champion has had a passion for prayer, learning and seeing God draw in very capable people to create a capable team. He has had a hand in most aspects of this company, from product design to marketing, to hiring and firing and developing ministry initiatives. From early on he decided to place himself under the spiritual authority of a national pastor in the community. From this position he has sought to develop a partnership with the local church and sees their role as complementary.

Business formation: Company is a wholly owned foreign enterprise. At present, the business operates out of two production centers. One is urban, the other rural. The urban center employees 550 individuals while the country site employs 80 people. Each branch is, at present, profitable. Initial investment for operations was solicited from US parties. It is reasonable to speculate the loans have now been recovered or small percentages of ownership issued. Central to the company’s goal is profitability and independent sustainability. During the interview sessions, it was noted that the historical preference of the company has been to convert offers of financial support into business contracts whereby product is sold to individuals desiring to give support. As a sustainable, for-profit enterprise, this manufacturer seeks to secure and preserve measurable financial success by the standards of normal commercial exchange.

Vision: The company was established by a man with no formal business training. His previous life experience was in the areas of teaching and counseling. However, with varied interests, the visionary was able to use unique skills in craft design to develop products that were attractive to American consumers. Yet the heart of the enterprise has never been to promote the development and sale of charming home decorations. Instead, the original intention (which has certainly been refined over the years) was to establish a work place that invited people to consider the faith while simultaneously nourishing both believers and nonbelievers spiritually, physically, socially, and economically. One of the primary values of the company is that eternal things are more important than temporal things. All leaders take the principle of stewardship seriously, possessing a pronounced conviction that they are caretakers of something which has been entrusted to them. In seeking support, the management team has established a variety of habits (including innovation) which are crucial in invoking the presence of God in daily, tangible ways. Their desire to be agents of change starts within the walls of the business, but then must impact the surrounding community where many of the employees live, are involved in helping an orphanage, and other kinds of life skills training.

Story: Over 20-years as a business in this community of this city. For a stretch of years they grew at an extraordinary rate - from 25 to 125 employees overnight because of hitting a market niche. For a stretch of 4-5 years they received the ‘most caring employer’ award for the city.

Over the past years, the company has been committed to developing and implementing resourceful strategies that encourage the formation of eternal skills among all staff members. Principles of honesty & fair play are reinforced by scriptural excerpts, promotion is offered to those people who demonstrate reliability in their daily duties (he who does well with little will be given more), values are posted bilingually for all to see as they come and go, accountability is taken seriously (workers evaluate supervisors, managers are judged by those they direct), and employee training (production skills & character development) are built into the operations program.

Additionally, the company has used its prosperity to support local efforts to alleviate serious (and sometimes unacknowledged) injustices. Funding has been used to build orphanages, time has been donated to organizing foster care networks, and summer programs are offered for the children of staff members at no charge. Personal development, in a variety of areas, is encouraged by seminars ranging from marriage & relational counsel to financial planning. Of particular importance is the decision on the part of company leaders to open a second factory in a rural community nearby the city. This decision was made in an effort to remedy the problems that undeniably arise when country workers migrate to urban areas for employment, including inability of their children to attend city schools because of regulatory prohibitions. The company also recruits workers from the street side, offering training and employment to the homeless of the host city. These endeavors have been met with both success and disappointment.

Lessons learned:

Stewardship: The power of seeing the business as something that we have been entrusted to manage as stewards, not owners. This attitude keeps our actions and attitudes in the proper perspective

Social mobility and empowerment: Creating a culture that gives a future for employees. For instance, allowing employees to move up from living in an orphanage, to a line worker, to a line leader, to an office worker. They look for intelligence, not education. Not just in the fatalistic mindset of being bound by whatever our family or history tells us.

Putting oneself under local authority: Import for respecting local government and government relations and when working with local religious institutions. High value on trusting, good government relations. In addition, a deliberate effort to have transformational efforts happen in coordination and under the authority of the local religious leaders and even have a good relationship with the local religious bureau.

Commitment to innovation and continuous improvement: Giving divine credit for innovative solutions to problems. If you are controlling everything you’re doing, there’s no room for any input outside oneself.

Holding fast to one’s convictions: There was no tolerance for dealing with kickbacks. Also noticed that women are better at dealing with it than men.

Intentionally in putting teams of different genders together: Helped in creating a team in the long-run.

One lesson stands above all others: it is possible to foster an authentic and effective workplace witness through prayer, careful consideration of strategy, and the assembly of a well grounded (even if small) team of servant leaders. Under this paradigm, the work that matters more than all other work can be accomplished at the office instead of after the close of business (with The Presence and His blessing). The pursuit of excellence in the business operations of the company breeds respect for the enterprise as a whole and its leaders. This respect is vital in the ability of like-minded individuals to expose the gospel in the business environment.

Future plans:

No future course of action was revealed, though it is the intention of the ‘visionary’ to continue in this endeavor until prompt for change is discerned.

The ‘visionary’ is determined to avoid one thing, however: stagnation and the refusal to consider new avenues for spiritual & operational improvement. The practical manifestation of this principle, as often discussed by the ‘visionary’, is to cling to the habit of teachability and to maintain a culture of adaptability. On the business side they were in the process of doing a thorough review of the financial viability and doing a strategic marketing plan.

Results:

Sustainably profitable business for over 20 years

Providing jobs with training and a future for 550 in the urban setting and 80 in the rural setting

Intentional, disciplined practice of daily prayer

Seen significant percentages of all employees be eternally transformed and several churches formed and grow at both sites.

Won ‘best employer’ award for the city for several consecutive years

Excellent relations with government and religious bureaus

Visible impact on the vulnerable in their community (orphanage, beggars/homeless)

Focused long-term intercession, employment, understanding needs and blessing of one urban community

Observations:

Major obstacles to profitability lie within the boundaries of marketing and sales. Up until this past year there was no marketing office in the west, yet all clients are western retailers. A few passing comments indicated that there have been significant problems at various points in the past with identifying and soliciting new markets. Perhaps consideration should be given to formalizing and bolstering the marketing resources in the west.

Looked for every opportunity possible as a chance for transformation, and transformation not just limited to eternal (but the ultimate, intentional goal is for all to have a chance to respond).

Don’t automatically fire someone because of a mistake, but tried to work the problem through together with them.

Incorporate eternal/Biblical principles into their daily work: For example, serving the person in front of them on the production line, rather than talk only about how many end products go out

For us visitors, this was the most inspiring and challenging BAM model we’ve seen all year. In terms of the thoroughness of the intentional integration of Biblical values throughout the company, the emphasis on daily prayer for each person, the innovation and professionalism of the workplace, the obvious transformational impact both in variety and quantity (from numbers who’ve come to faith, to clubs established and growing, to works among the vulnerable, to winning ‘best employer’ award). Add to this the humility of the champion and his willingness to invest time in us, and offer training to other businesses in the community and to the BAM effort on a broader scale.

Labels: A Twenty Something's Business as Mission Journey, Case Studies, Decor Products

Continue reading 'Business as Mission Case Study: Consumer Decor Products'

Eli, who is originally from Togo, Africa, has been working in neighbouring Mali for 5 years. His heart has been burning to see his continent break out of poverty.

The effort to fight poverty in Africa needs to be multiplied, increasing initiatives as well as individuals involved. But above all we need to take development in the right direction.

Poverty is not just material or physical. A development program, in Africa like anywhere else, can only be optimal, holistic and sustainable if it also accounts for the spiritual dimension of man. The model of development expressed by Jesus Christ concerns itself with the spiritual, the physical and the social domains. Development can, therefore, be defined as moving into the intentions or the perspectives of God.

Who then is best placed to fight poverty effectively and accomplish this holistic development of society? Is it not the body of Christ? Development is the responsibility of Christians, the Church and Christian organisations. We must become initiators and be involved in development that aims at improving the wellbeing of man spiritually as well as physically, emotionally, economically and socially. If we understand the Gospel and look to the character and attributes of God, this is not optional but, a command. The church is called to make disciples of all nations, to bless every people and nations. God’s power is at hand for this purpose. Every nation and society is made up not only of the people but also the different spheres of activities in which they are involved. Therefore, if we want to see the Gospel deeply influence the social values of nations and become the driving force of our behaviour, our efforts must be focused not only on every person but also on all spheres of activities in society.

The economic realities are closely linked to the social realities. There is no society without an economy and no economy without a society. If the Church wants to succeed in her divine mission of societal transformation (i.e. to make disciples of nations) we cannot ignore the economic domain. We bear the responsibility to be “salt and light” in that sphere by bringing in biblical principals and righteous practices. This means that we need to go beyond simply proclaiming Christ with our lips or preaching between four walls; we must get involved in all the spheres of society. Hence we must each get involved in specific spheres of activities. This is where Business as Mission (BAM) finds its reason for existence, and I am thankful for having been able to take part in the first Introduction to Business as Mission course earlier this year in Chiang Mai, Thailand.

My vision and strategy to see BAM in Africa is shaped by thinking of sustainable development, and of holistic mission and transformation. I dream of seeing a revolution in development in which, as Christians and churches, we are actively involved as initiators and doers. Christian initiatives must increase in Africa and become more efficient as well as much more creative. We must aim at reaching the greatest number and answering the crucial needs of our societies. In many areas we have sufficient resources to start breaking up the cycle of poverty that is crippling our societies. We can also join our efforts to achieve specific common goals. The actions of every Christian every day makes a difference.

Poverty will not leave Africa one night as if in a dream; we will not wake up one morning to find that all has changed after we were passive day after day and slept thinking that others should take care of our happiness.

By K. A. Eli GOE, March 2008.

NEXT DATES: The iBAM Course will run in Chiang Mai, Thailand, from 24th January to 7th March 2009. For more information and application packs visit www.businessasmission.com/pages/thecourse or email at bam@training.com
The Business As Mission Resource Team work in close partnership with experienced BAM practitioners and seasoned business professionals to facilitate the 6 week course. Experienced BAM practitioners, lecturers, and business professionals teach and facilitate learning processes throughout the course providing support as you develop your business plans and personal development goals. A key element of the course is a weeklong field trip, where participants visit business as mission companies working out the reality of building the Kingdom of God in business.

Labels: Africa, Business as Mission Impact Story, Case Studies, IBAM, YWAM

Continue reading 'An African Perspective - Effectively Fighting Poverty in Africa through Business as Mission'

Sector: High-tech, non-branded manufacturing.

Vision: Their vision is to profitably be the single largest manufacturer of this high-tech product in this country. While advancing technologies and applications, they desire to increase their market share with great integrity. With each manufacturing site, the company has intentionally created a community (housing, school, church) as an environment where transformation can take place through meaningful relationships and activities.

Story: The champion established the first in-country manufacturing facility in 2000. He brought in a team of 300 expatriates to start-up this incredibly high-tech manufacturing facility. The start-up costs for these high-tech manufacturing facilities are incredibly high. Yet, with the help of large government subsidies and approvals, the champion was able to not only establish a manufacturing plant, but also build an adjacent community complete with community center, housing complexes, a private bilingual school and church. Land subsidies were provided by the government and the church building was funded entirely from non-company funds. This community provides employees a valuable benefit and by design to mitigate prohibitive expat salary packages. Like-minded expats sense a calling to join this work and community. They, along with like-minded staff for the private school and church help create a positive community with enriching activities which have catalyzed some transformation.

Within a matter of years, the company has been able to expand at an unusually rapid pace. They now have multiple manufacturing facilities all over the country, and even acquired an existing facility from another high-tech manufacturer. They now have many different capabilities for various applications for their high-tech product, and now in the process of seeking partnerships for sharing technology with other high-tech companies. They are currently trying to keep up with the rapid growth of their company, as human resources are stretched thin and their stock has taken a beating since its IPO.

Lessons learned:

Build a team. The founder brought in a team of 300 expatriates when starting up the company. Having a large team of capable workers provided a strong foundation for establishing this company in the forefront of manufacturing this high-tech product in-country. They have also been able to bring in experienced professionals to fill many of the managerial positions, many of whom have been able to leverage relationships from previous jobs for the company’s growth.

Planning for long-term. The company is currently stretched thin on many fronts (human resources, cash reserves, capital, etc.) because they wish to establish their presence in-country in anticipation for increased market demand. The pace at which they are artificially growing has been a source of stress and frustration for the company, due to great external pressures to continually expand and grow.

Resolve tension with stakeholders. As a publicly-held company, their activities are subject to the approval and criticism of the stakeholders. There are tensions with certain non-core business activities and the value they provide to stakeholders, such as a large housing complex, community center, and private school. The company has maintained that these valuable benefits the company must provide, which will inherently add value to the company and add to the well-being of employees.

Gain favor with officials. Due to the controlled nature of the business environment, it is crucial to gain favor with the local officials in order to be successful. This company has successfully gained favor with the local government, which allowed them to obtain tremendous grants and subsidies to aid in expansion and development. This company is an employing powerhouse and high-tech manufacturing giant, which has paved the road for local governments creating favorable terms for this company to locate one of their factories in their province.

Future plans:

Continue to grow, not just expanding but developing existing manufacturing facilities. As they increase their market presence in-country, they are gaining competitive advantage by establishing themselves as the premier supplier of this high-tech product in the domestic market. This will create a barrier to entry for competitors, one of whom has the largest market share. Continuously improve technologies by acquiring technology through partnerships with other high-tech companies.

Results: In amazingly short amount of time (less than 8 years) have gone from nothing to the third largest manufacturer in this sector with over 11,000 employees Have blessed the host country by advancing their technological capability several 'generations' in this short period of time Have leveraged their technology to provide a favorable environment at each of their locations for community, education and fellowship. Have drawn many like-minded, vocationally qualified and gifted people to join the effort.

Observations:

As they entered the market a few years back, they were able to leverage large capital investments and the favor of the local government to gain huge momentum in establishing their company in-country. This sort of momentum would not be achievable without the favor of the local government, and the growth has been artificially sustained with the help of the local government. The local government has allowed them to build large living complexes and community centers, allowing the company to provide employee benefits in lieu of lower wages, especially for the expatriates.

The champion has been transparent about his vision and purpose of the company. This has allowed him to intentionally create a positive environment for sharing life and heart matters.

The community living complexes are mini-cities in their own right. There are schools, stores, groceries, community centers, etc., on site which are conveniently located near the factories. They also have a counseling and medical staff for the employees on site. The company has specifically asked to build a church at every manufacturing location, which has been granted by the local government.

The community living complexes and schools may be a source of financial strain for the company, as the company heavily subsidizes these extra-business activities. The company encourages personal involvement and philanthropy of the employees. The company does not give corporate money to benefit the local community, as this may create more tension between the stakeholders and the company.

Their government relations efforts are not just for local government, but due to the significance of this high-tech sector, they have had to invest considerable amount of time and resources at the national level in three countries.

Because the product they bring (critical high-tech manufacturing) is highly coveted, they have been invited to set up shop in many different areas. This great benefit has also allowed them, in two locations, to have the host government build the facility and let them operate/manage it. This high value has also leveraged their requests for land, subsidies and approvals for their residential communities, private schools and church buildings. However, this benefit/draw may also be part of their present quandary as it is politically incorrect to turn down offers to build more!

The schools are fairly unique – a hybrid of a local school and international school. The schools are allowed to enroll both expatriate and local children and run parallel English and local language schools. All expat teacher and administrator visas are provided through the manufacturing facility.

The ministry emphasis seems to be creating an environment and drawing like-minded people to join. Living near work in a full-service community seems to allow much freedom for neighborhood outreach. From what we could see and hear from our short visit there appeared to be very little intentional company-led strategies – outside of character training topics that were encouraged to be taught by each department (just topics, no curriculum).

Tensions resulting from their "special" government relationships. A combination of their desire to quickly establish a large company footprint before the competition enters and the allure and value of what they offer has resulted in company expansion at an unnaturally quick pace. The downside is a major source of financial and human resource strain for the company.

Labels: A Twenty Something's Business as Mission Journey, Case Studies, High Tech

Continue reading 'Business as Mission Case Study: High-tech, non-branded Manufacturing'

Sector: Manufacturing of exterior household product.

Market: 100% export, all to parent company in US who does distribution to regional retail stores Structure: Wholly foreign-owned for-profit manufacturing enterprise, providing manufacturing for previously existing US company. Sister company registered in more business-friendly location helps with administrative work. CEO and most decision-making still done in US home office.

Champion: Expat who majored in political science during college where he also studied the country’s language for 2 years with the intention of going there to teach and other heart reasons. He worked primarily as an English teacher for 8 years previous to starting company after a connection with like-minded American company with desire to begin operations in country. With no previous business experience, he in cooperation with a businessman from his home country, started the business in spring 2006.

Business formation: Like-minded owner who start company has been running several companies and had been interested in having operations in country. Due to increased opportunities for community involvement and legitimacy, current GM decided to quit English-teaching job to begin operations outside US. With the help of experienced entrepreneurs doing an on-the-ground survey, they realized the GM’s location was in a place that specializes in a craft that would compliment their operations very well. The last two years have had this one expat as GM and between 4 and 20 employees, depending upon production line being in use or not.

Vision: A sister company established in more business friendly location desires to start like-minded companies with vision of being a positive influence in their communities. This company specifically is interested in sharing their beliefs with anyone with whom they engage.

Story: During a visit to the US, after working in the company as a teacher, a like-minded businessman encouraged him to think about opening a business. A family friend, and GM of several successful companies, approached him with the idea of expanding his operations overseas. 2 years ago the equipment was shipped overseas and business operations commenced.

Lessons learned:

• Make sure you get what you’re getting before accepting a large order of faulty products.


• The amount of time and effort put into the product preparation and logistics of setting up a business.


• Hiring like-minded employees for key positions of plant manager, administrative assistant, etc. This helps greatly in continuing on the vision as well as understanding local language and culture.


• Establish values of honesty, fairness, and quality from the founding of the company. But be ready for mistakes to happen, confront them and move on.


• Identify your company as Christian from the start. There’s no need to broadcast it, but don’t hide it either.

Future plans: The next year anticipates growing sales from the home office and re-employing workers to continue production (currently idle) The long-term plans are somewhat uncertain. The desire is to grow the business and find someone else to manage the operations. The current GM is planning on moving back to his home country in just over a year.

Results:

• Facilitates a core of like-minded employees to have a venue to meet for fellowship


• Seeing one employee come to faith and many other opportunities to share the truth with employees/clients/government officials


• Ability to make 150 units per day at full capacity

Observations:

• Good working relationship with parent company in the US


• Difficulty of finding others to pass the baton to in order to keep this business running! There are others in this community who are also champions for getting the Message to the people, but thus far none who are interested in taking over the business!

Interaction: As we noted before your feedback and input is welcome!

Labels: A Twenty Something's Business as Mission Journey, Case Studies, Internships, Recruitment and Job Opportunities

Continue reading 'Business as Mission Case Study :: Exterior Housing Products'

The Team at the Regent Center just posted a story on Mission Waco's World Cup Café. Here's a copy of the story, click on the link below for the full article.

Labels: Case Studies, Regent Center for Entrepreneurship

Continue reading 'Mission Waco's World Cup Cafe - Regent Center for Ent'

Core business: Design and manufacturing of sculptures, gift and tourist products. Partner businesses: (1) Provision of immersion conversational English boarding school and (2) Foster care for orphans.

Market: Initially 100% export, presently 70% export, 30% domestic

Structure: Wholly foreign-owned for-profit manufacturing enterprise with related, but independently registered partner companies – educational institution and non-profit humanitarian organization.

Champion: Did not meet, but heard that founder is a like-minded local entrepreneur, business couple. Present expat manager has background experience in real estate management, initially came over for language study. Met founder and original expat business partner and took over the business when original expat partner left. The business appears to run as a partnership between the original founder and present expat manager.

Business formation:

Initial manufacturing operation started up by like-minded local entrepreneur in his home. Within first year or two a like-minded foreigner joined in, registered the manufacturing business as wholly-foreign-owned. In mid-90s, original foreign partner handed the business over to the present foreign champion. Business moved from high-rent, urban interior location to a rural township location, purchased land, took over a shampoo factory site and over time has built up property to include facilities for the foster home and language school.

Manufacturing facility now has 70 employees from designers (recruited from urban areas) to basic craft, painting, packing and labor (primarily from local rural township). Language school has 60 boarding students and expat English teachers (primarily from the US, provides housing, visa and living stipend, minimum 1-year commitment). Foster home has capacity for 21 orphans, raises funds for medical treatment (primarily heart operations), and is staffed by perhaps a dozen trained ‘aunties’. Facility also includes a western-finished guesthouse that can house up to visitors for short-term visits, English camps and retreats and an activity center.

Vision: Initial vision we were told was to create a business that demonstrated integrity in all its business dealings. Present vision appears to be using the for-profit enterprise as a foundation by which to create other platforms with intentional ministry objectives. The conversational immersion language school allows them to board students for 4 month terms and 1-month short camp terms and catalyze abundant relationship building and sharing opportunities. The foster home allows them to demonstrate compassion by providing funds for medical treatment for at-risk orphans, providing housing and care for up to 21 orphans and training families and placing orphans into homes for foster care. Long-term vision appears to be replicating this for-profit/non-profit model in other locations (not necessarily with the same for-profit business) and expanding their present for-profit business to the south where resources are more abundant.

Story: Did not meet the founder nor really hear much of the story of how they came to move to this rural property or even what/who catalyzed the start of the foster care or English instruction initiatives. Did hear that the founder has developed connections to the growing network of domestic like-minded bookstores and more and more of their market is now domestic.

Lessons learned: Not much shared, just a comment about learning the boundaries on how open they can be in support of the local church – they used to host large church meetings in their large meeting room, now have learned to encourage the groups to divide up and meet in smaller groups at venues off the property.

Future plans: Were told that they plan to move most of the manufacturing capacity south for purely business reasons. They plan to leave the design capacity along with English school and foster care at this facility, and have already started purchasing property at a southern site where the raw materials and transport of their core-product are more favorable. Also hope to replicate the English and foster emphases at the southern site.

Results:

* Provides over 20 expat visas through the core business and allows these people to live in a fairly rural community. All visas provided through the for-profit core business.

* Foster home has provided critical medical care for dozens of at-risk orphans and given them a healthy, loving environment at the Center and placed more than a dozen in local homes. Reported that some of the families who’ve been trained for foster care have been transformed.

* Immersion language school seems to have found a niche and is attracting a steady stream of students and seeing transformation happen as they live on or near the property and have abundant relational opportunities with the teachers.

* Seem to have a good influence on the surrounding township community, offering some training programs (parenting, financial management) and foster parent training. They also have provided some philanthropic initiatives at a local public school.

* Appear to be supporting a growing domestic Christian bookstore network

* Appear to have developed long-term relationships with many western schools, clubs and individuals who regularly provide short-term teams for their English camps and orphan outreach (so much so that they have a full-time expat staff to coordinate visitors and their guest house).

Observations:

* Core business has successfully grown for over 10 years. Do not know how profitable it has been (manager’s comment that one particular product was the first successful one they’ve done) nor what kind of volume they are doing.
* Were told that all non-core businesses are all self-sufficient.

-The language school has gained enough of a reputation (marketing solely via the internet) that they now have 60 students and are growing by 15 per semester.

-The foster home is a 501c3 registered charity and offers child sponsorship, does fund-raisers in the nearby large city and has corporate sponsors. They run training programs for foster parents and offer a financial subsidy for foster parents (monthly stipend, formula, supplies and school tuition)

* When asked about intentional ministry efforts, emphasis was on the non-core business initiatives (school and foster care) and how much they have blessed. Appears that intentionally developing the core-business manufacturing company culture as ministry is not the focus.

* Present expat manager is entirely self-funded via his passport country real estate business. So perhaps all the expats are donor- or self-funded.

* Shared (local and expat) company management and vision seems to be their key for their developing good government relations, developing strong networks with local clubs for developing the domestic market and developing the foster home network.

* Replication. Were told that former staff are preparing to move further west and hope to replicate this model (with some support of this facility).

Labels: A Twenty Something's Business as Mission Journey, Case Studies, Practical Tips and Tools

Continue reading 'A Twenty Something Business as Mission Journey : Design & Manufacture of Gift and Tourist Products'

Sector: Manufacturing textiles for home furnishings.

In-country the for-profit rents and runs a manufacturing facility with 65 employees and 2 expat families and has contractual ties with 10-20 small workshops in rural areas (at their peak they provided employment for 300 people). The expats are provided with a salary but are also partially donor-supported. They also have a small office in their minority people county which they hope to expand into another manufacturing facility. The CEO is based in the US and so is the Board of Directors. The present CEO has had overseas experience in Africa and is the first ‘full-time’ CEO. The Board is primarily made up of people with business background.

In-country the non-profit partners with a minority people NGO (non-governmental organization) to run an English Language Center. The NGO takes care of registration, government relations, finances and recruiting minority students. The non-profit provides up to five native English speaking teachers (visas provided by the for-profit), curriculum and runs the program. They recruit native English speakers with college degrees and TEFL certification for 2-year commitments. All are donor-supported. The NGO Board is made up of pastoral staff from the eight fellowships who are supporting this effort.

Champion: Company founded by two brothers and two friends over 10 years ago. Last of the founders (true champion) left last year, present champion is standing in as the main factory GM but hopes to be the GM of the minority county remote manufacturing facility within 18 months. Present champion has science degree and work experience and linguistic ability. Has been in-country for 10-years and done extensive traveling among these minority peoples. Has a passion for the people and for seeing churches planted among them. He has been working at this facility for 7 years in roles ranging from HR to Sales/Marketing.

Business formation: Do not know story of original champions other than their desire to live in this relatively remote place and gain access to these minority people. They set up a business that tied directly into the cultural values of these people – an indigenous art/textile that is uniquely to these peoples and has been a trade commodity for centuries – and yet an art that is not bound by the design, rather by its construction. Thus this commodity can be adapted to meet western market tastes without losing its identity. The raw materials must be obtained through another minority people group who control the market – and the two minority people groups have a history of animosity between them. They have established a manufacturing facility inside the largest raw material supplying company for product development and quality control. They have their own designers. They also have extensively used small rural workshops for production.

Vision: To bless the lives of these minority people through job and wealth creation, and place passionate expats and local believers among them to share the Good News and raise up a plurality of elders among these people. The manufacturing facility provides jobs and the work culture promotes values and expat and local believers intentionally seek to incarnate Christ in the workplace. The contracting production out to rural workshops gains an audience in the target area. The long-term vision to place a manufacturing facility in the minority area would potentially become the number one employer in that area (very high unemployment). The for-profit enterprise then facilitates other ministry opportunities through the non-profit programs of teaching English and showing compassion. Because the English training is partnered with a minority NGO, almost all the students are of the desired minority people. The English program provides natural means to interact, develop relationships and share lives and Truth. The program also subsidizes manufacturing staff to take classes.

Story: Started by two brothers and two friends. All shared a vision. After one ‘friend’ embezzled a significant amount of their starting capital, they were able to settle down and get the business going. They were the first wholly foreign registered business in this relatively remote area. With the departure of the last founder (one of the brothers) after 25 years in-country, the present team realized that the original vision had never been put in writing. Over the past months they have been working through the process to articulate and agree upon vision, theology and direction, both in the field and with the US-based Board and CEO. The GM and CEO positions have undergone significant turnover over the years. Present champion/GM desires to move on to lead the smaller manufacturing presence in the rural minority county area. Present VGM has been the VGM for 5-years, is getting his Business degree on-line and will then step in as the GM.

Lessons learned:

1) Importance of networking. One of the founders developed networks as he worked his way to this region. Managed to connect to a like-minded local network and several years ago this church network sent three highly qualified national staff to work at the manufacturing facility for 2-years. Great boost to operations and witness!

2) Importance of western-style HR. Wish they’d implemented this from the start. Too much relativism and deal making going on.

3) Importance of market pull, not push. Started by doing own designs and trying to sell on their own in the west. Even paid a consultant to help re-design their marketing approach and create a brand name – but lacked the marketing/sales resources. Had a season of being highly subsidized by a like-minded business that sold their product, purchasing most of their inventory for slightly over cost. However, this benevolent client passed away last year and no other sustainable marketing plan had been developed. The result was almost a total loss of sales, piling up of unsellable inventory, drastic reduction in output and loss of business for their small workshops. They presently now have one solid retail client and are in negotiations with one of the top three high-end retailers of their product who is looking to move their base of manufacturing due to political instability and cost issues. They are making product to meet the client’s specified design.

Future plans: Develop a sound, sustainable and profitable marketing plan. Hoping a key part of it will be to become the manufacturer for this major supplier of their product. Required to move their manufacturing facility to a new business park and take on a major capital cost. Hoping within 18 months to have enough stable business to move a team to the rural minority county area to set up a smaller scale (up to 25 employees) manufacturing facility – in the key area for this minority people group. Hoping to also replicate the non-profit partnership in that area.

Results: Long-term relationships with people in this least-reached minority people group in business relations (workshops, officials, employees) as students in the English program Clearly identified and known as a business that champions this people group. A sustainer of their long-term culture through developing and marketing their traditional commodity item. Long-term presence in a remote area. Ten years and counting. Provides visas for 5-10 expats and eventually for 2-5 more in a very remote area. Partnering with the minority people NGO results in 75+% of their English students being from this minority people group. Providing an excellent English language program means they have a good reputation that draws students from four different provinces Potential to place a manufacturing facility and expats in a very remote position and in the central location of this minority people group. Have seen two minority men make professions, invest time in discipleship but appear to not stay faithful

Observations: Potentially great BAM model. Product that ties right into the culture of the people and most of these people have the skills to do it. Product already does have an international market, once they solve the quality and marketing connection issues. Model potentially allows them to touch the community in multiple ways – through employment, contracting small workshops, teaching English and showing compassion. Non-profit partnership with minority NGO allows them to openly be a champion of a minority people.

Original champion(s) seem to have done a reasonable job with government relations, vision and recruiting. However, not putting the vision into writing and making sure the vision and values were engaged by all and passed down means these core issues all have to be revisited.

Present champion is passionate and articulate about the vision and the people group. However, his best fit is not GM of the for-profit business. He is being worn out by governmental pressures, staff meetings and the details of making the business work. These perhaps are critical for his future role as GM in the rural area, but appear to be draining him now and perhaps slowing the business down.

Some problematic issues with the CEO and Board being based in the US while all the operations go on in-country. Encouraged that the new CEO has spent a lot of time in-country and is planning to invest more. Sounds like in the past there have been many disconnects between the CEO/Board and the team on the ground.

Still face challenges reaching out to a minority people in the capital city. Their people group concentration is almost 500 miles away from the capital city where they are based! Minority people get out-competed for jobs by the majority people in the city. Even for the rural workshops, they are not even 50% of the people with whom they desire to work!

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Labels: A Twenty Something's Business as Mission Journey, Case Studies

Continue reading 'A Twenty Something's Business as Mission Journey :: Textile Manufacturing'

Sharon’s vision for starting a business grew out of a desire to bring dignity and hope to landmine survivors in Asia. Her aim was to provide a future for those disabled by landmines through the dignity of employment. Believing this vision to be from God, Sharon started working on a plan for the project in 2002 under an Australian NGO. The project itself, called Fruit of Life, was started in October 2004.

The plan for the business was to use locally grown and dried fruits from surrounding villages to produce various types of confectionery. The products would be marketed first in Asia and later exported to the West. Sharon decided to form a team of national staff of landmine survivors and others, including factory management, production, marketing, administration and finance. Local staff would be trained in management, production, marketing, accounting and office procedures and English so that ultimately the landmine survivors could run the whole project themselves.

Because the project is aimed at disabled people, Sharon realised that it was best to register the project first as an NGO under the country’s policy of social welfare and humanity and then transform it into a full profit-making company. The story of Fruit of Life is of a project that has begun with a donor-funded NGO approach and is intentionally transitioning to become a profitable business.

Making it happen…

Labels: Case Studies, YWAM

Continue reading 'From NGO to Business Fruitful practices :: YWAM'

In 2002 Jan Brill moved to Asia with his family desiring to get involved in a local community and integrate into society. With a strong background in business and engineering design, they came looking for business opportunities. In their minds and hearts was the desire to create employment for less privileged, to stand against corruption, to take up global market opportunities, and to become a strong presence in product development. In their journey of establishing a business they have learned many lessons about the realities of embracing a new culture, the challenges of doing business and holding to righteousness. In this article Jan shares personally some of these lessons*.

After 6 months of market research in 2002 we gained a little understanding about the national market in this very hectic part of the world. We selected the following as potential starting products: Dutch Syrup Waffles, Cheese or Candles. Far from great business models we took up the idea to start making candles in the kitchen as a try out. It was a great adventure finding our suppliers for raw materials and establishing a genuine need-driven relationship in buying and selling.

Many visitors in our house loved the candles they saw and smelled. We were soon able to move our “production” from the kitchen to a close by workshop we rented. My wife was obviously very happy about that! We took part in an exhibition which was a hit and helped us make our presence known in the city. The local newspaper wrote about us and our sales doubled, which they have done each year to date. Well, that’s the simple story but behind the scenes lessons were learned and often hard ones. In order to succeed as a company anywhere in the world one needs perseverance and faith. Being in Asia you need to add a deeply rooted love for righteousness, flexibility in management, and a lot of humour in order to make it.

First employees…

One of our first employees had never seen decorative candles in her life, she was amazed and full excitement seeing all the bright colors, perfectly matching the colors of life she knows. On her first day she thought the candles were made in Heaven and delivered to the workshop, for us to sell. After explaining that she could make a living by making them, the process of education started. We learnt valuable lessons here.

The heart is often too good and ready to provide every person in need of help. The mission’s call that turns the compassionate heart into willingness to serve people is something beautiful. The mistake we made (often) is having too high expectations of people with no or very little education, which is very disappointing for both parties. Everyone needs training and education in order to manufacture a quality product anywhere in the world. For someone who has spent her life on the streets, for example, quality has obviously a different meaning than it does for me. This has been a very frustrating process, but we can’t expect that someone’s view of the world will change in a few weeks or even a few months. We have learned that development and modelling takes a LOT of time. With time we have come to understand the people around us more and more, and how to work with them – being more realistic but moving forward! Just five years later one of these ladies, who we worked with early on, is running the production of candles in the peak-season.

Find the Difference…

Have you ever reflected on what a blessing it was to play games as a kid? One of the games is where you have two drawings on one page, looking very similar, but having 5 differences! Find the differences! Today, this game has become the “ground-roots of quality-control systems”, ISO-9000, DNV, REACH, or any order quality control system that is in place. My kids love these games too, but even qualified engineers in our company have never played this as a kid. Quality control is very similar in basically “finding the difference” in checking if a candle meets the customer requirements or not. So you are continually looking for differences. When you see differences you reject the product.

This transpired to be very difficult in Asian culture. Where we were excited about rejecting products in order to improve the quality, our staff and workers were very upset and felt rejected when some of the candles were rejected because the wick was not placed in the center. This presented itself as a perfect opportunity to teach when our lives are not in line with the Father, they will go waste, just as the candle goes to waste when the wick is not centered. (For the “un-candalized” among us: a candle leaks terribly, when the wick is not centered).

A story like this is great for the heart of missions, but very difficult for the business mind, which has to come up with the right words to explain to the local customer why his delivery is late.
Our challenge is to keep the fine line of walking in spirit and in truth. On the one hand we need orders and a quality product delivered on time, all the time to make your business succeed. But since Bible believing businessmen also go bankrupt; a faithful company is a testimony in itself since we have principles that work in truth and in spirit. The business is the mission, making use of every opportunity to share the good news of the Kingdom of Heaven in action. It sounds good, but when we have to spend another night of hard work in rectifying mistakes, we often wonder ‘why did we ever move overseas?’. Other days we see such a power change in the lives of the people we relate to on a day-to-day basis, and if it was only for that moment I would take the whole journey again. I’m very glad we counted the cost before we left for this mission.
In counting the cost we had to leave our Dutch ‘New Amsterdam’ trading mentality at Schiphol Airport in order to soak up the Asian business culture. Making appointments, planning ahead, what you see is what you get, contracts, trademarks, legal bindings, etc all of it works differently in Asia. We learnt to filter the truth behind values and it empowered us to practice business guided by the Book even when most of the society functions differently. Even our chartered accountant is amazed by the stuff that’s happening and gets really concerned about our zero-bribe policy. The power of the gospel will fill every area of life as long as we dare to believe it. Selling candles has placed us in an endless number of challenging situations, but time after time, it comes down to living by faith and letting our light shine to see the ways of darkness removed. What a cool God we serve!

Challenges

The challenges of doing business are a daily reality. One of these challenges of doing business was with bargaining. Bargaining is a very common practice in Asia, whether you are trying to buy your vegetables or one ton of paraffin wax. The prices will easily go down by 30% if you have the guts and the time! Being in the position of a seller was the strangest experience when we sold our first candles. Customers were deducting our carefully calculated prices by up to 50%! If felt as if we were cheating him. What a shock! It took us a while to come up with the right response, but we never changed the righteousness behind thorough product calculations. We did not change the product price by adding with the so called “negotiation margins”. I took that leap of faith saying: “I would rather go bankrupt by a lack of customers than negating our values”. Now we laugh about it, but at that time we had to learn the customer is king, but Jesus is the King of kings.

Treating people with equal weights as business by the Book is done, to us means the same price, for the same product for everybody in the same area. One of our local directors responded saying that “nobody here calculates products like this!” Today, however, he is blessed by being able to project profitability more accurately based on transparent and detailed product calculations. So we learned that even the cost calculations have to get out of the darkness into the light, so that all and everything will bring glory to the Father who is in Heaven.

What freedom…

We really enjoy being here, and that especially when people ask us “What are you doing here?”, or “Why are you here?”. Many Asians want to move west, not so many Westerners want to move to Asia. Many foreigners in our city do not like this question, but here the reality knocks on the door of our hearts. Our work gives us the freedom to invite people to our house, to visit the company, to exhibitions, or to simply show them what we are doing is life changing for us and for them. With complete freedom we are able to share our life story and how we are commissioned to be a blessing to the nations. This witness as well as seeing the sales figures increase and the direct affect of greater buying power and better overall life of those working with us makes us realize that it is true that Jesus came to bring life and abundantly. The people can see the works and will glorify the Father who is in Heaven.

*The views stated in this article were