Business as Mission – An Essential Task for Global Missions
- mmihpedit
- Mar 28
- 11 min read
Updated: Apr 4
Jin-Young Kim (Editorial Board)
When missionaries dispatched from Korean churches serve in the 10/40 Window, where most unreached people groups are concentrated, they have traditionally been able to focus on ministry without significant financial burdens. This was possible because the economic disparity between Korea and the 10/40 region allowed Korean church support alone to cover both living expenses and ministry operations. However, as the Korean church passes its peak revival phase and faces increasing financial strain, and as the 10/40 region undergoes rapid inflation, missionaries can no longer rely solely on the financial backing of Korean churches.
To be sure, many faithful churches and believers continue to support missionaries. Yet, the unreached people groups in the 10/40 Window still require more laborers, and the current level of support from Korean churches alone seems insufficient to send out more missionaries.
Furthermore, according to the 2024 statistics on missionary-sending countries, many of the top senders are developing nations. The top five countries sending the most missionaries are: 1) the United States, 2) Brazil, 3) South Korea, 4) the Philippines, and 5) Nigeria.
Many missiologists now agree that the center of missions is shifting to the Global South—regions like South America, Africa, and Asia. South America and Africa, in particular, are experiencing rapid population growth, suggesting they will play an even more significant role in global missions (Zane Pratt, 2024).
However, when Christians from South America, Africa, and Asia—regions expected to play vital roles in global missions—seek to evangelize unreached people groups, relying solely on financial support from their own national churches proves unsustainable in the long term. Most countries in these regions, such as the Philippines, are still developing nations with low GDP, and their churches often depend on external support to operate. Thus, it's challenging for them to fund the dispatch of missionaries.
Given this context, it is crucial that churches in Asia, South America, and Africa—who are now bearing the torch of modern missions—create structures that enable missionaries to be financially self-sustaining to some degree. Even if individual missionaries pray fervently and raise support, without solid financial structures from the national church, long-term missionary work becomes difficult. While the church’s commitment to fulfilling the Great Commission through financial support is vital, and missionaries must continue to seek more supporters, it is also necessary for developing churches to shift from dependence to becoming missional leaders who send and support missionaries.
Yet, despite this ideal of faith-based paradigm shifts and leadership from national churches, the financial reality remains: it is difficult to consistently and sustainably send out large numbers of missionaries. Therefore, if more missionaries are to engage in long-term ministry among unreached people groups, a structure must be developed where they themselves can generate some of the necessary funds.
Discussions and actions around such structures must consider models where missionaries receive some support from national churches while also engaging in work that allows them to generate income. If successful, this model could empower not only Korean churches but also Global South churches to overcome financial limitations and focus on the remaining task of evangelizing unreached peoples.
Creating financial self-sufficiency for missionaries means establishing economic systems that generate income independent of church support. While there are many ways to generate income, business will play a significant role. However, unlike traditional businesses whose ultimate goal is profit, missionaries pursue the evangelization of nations as their ultimate purpose, using business as a tool for that mission.
Although many agree on the need for business as mission (BAM), missionaries often face several barriers to launching such efforts. First, there is the inevitable value conflict between the profit-oriented nature of business and the gospel-centered mission of ministry. Without carefully addressing this tension, one risks falling fully into either business or ministry, losing the balance between the two.
Additionally, because business is associated with profit, there is often a taboo around BAM among ministry workers. There are also real risks of moral failure if one succumbs to the temptations of money under the guise of ministry.
Therefore, it is essential to first engage in practical discussions and establish principles on how to navigate value conflicts between business and ministry, how to use business profits wisely, and how to prevent potential ethical pitfalls. Only with such groundwork can BAM be successful.
With this awareness, we interviewed Mr. Eunho Shin, director of Hisnet and an active practitioner of BAM. He also leads the Hisnet Church, serves as the director of the Youth Discipleship School (HYDS), and runs a delivery business named Naeun Distribution.
Through this interview, our institute explored a case study of business as mission (BAM), listening to real-life challenges and solutions encountered in the field, as well as the principles that guide such ministry. The interview was jointly conducted by Jin-Young Kim, editorial board member of the Global Bridge Institute, and Hyunji Jin, research team leader at the Middle East and Arab Studies Group. During the conversation, we were deeply inspired by Director Eunho Shin’s heart and courage—though the scale of his business may be small, his sincere desire to build a sustainable and long-term foundation for serving God’s kingdom alongside others was evident. The following is a summary of the interview.
1. Question: What led you to start a business as mission?Answer:At the time, I was serving as an education pastor, but the salary I received was far from enough to cover living expenses. To do youth ministry properly, I needed to meet with young people and treat them to meals, but my wife was pregnant and couldn’t work. I realized that continuing like this would make both ministry and living very difficult. Through a church deacon, I started tutoring. That opened the door for me to begin tutoring more seriously, and to my surprise, it paid quite well.
Although I could cover our living expenses through tutoring alone, I realized that many pastors, like me, were in ministry while struggling financially. I felt the need to create a structure where such pastors could also work and minister simultaneously. Typically, when pastors reach their 40s, they either get called as senior pastors or start new churches—but both paths are financially unstable. So I wanted to find a way to support them, and I started a writing academy. Since pastors don’t usually have ministry responsibilities seven days a week, I thought they could earn their living by working at the academy in their free time. That’s how it all started.
2. Question: I heard you’re currently running a delivery business. What led you to change industries?Answer:The writing academy was good—it gave us a space to hold meetings, too. But the private education market in Korea is extremely competitive. You really need a gift for teaching, and not everyone can do it. Also, academies rely heavily on school vacation seasons, making it hard to take short-term mission trips. So I eventually closed the academy.
Around that time, I discovered the delivery business. It was when Coupang was promoting delivery opportunities using personal vehicles. I tried it with my own car, but the income was a bit low, so I decided to buy a delivery truck. I started with one, then added another, so I had two trucks running. The good thing about delivery work is that it doesn’t require special knowledge or skills—you can just work the hours you want and get paid daily.
This setup works well for missionary staff or missionaries on sabbatical who can’t hold a full-time job. Even young people saving for mission trips can work for a short period and earn what they need.
3. Question: I imagine there are times when the values or priorities of business and ministry conflict. Do you have any guiding principles for such situations?Answer:First, I set a personal rule to not work more than three days a week. Even if the business is doing well, earning too much can become a problem. The more successful the business, the more time it demands—and that eats into ministry time. Also, making too much money can become a spiritual trap.
As for finances, even though I’m the owner and work the most, I’ve set a fixed monthly income limit. I only take what our family needs, subtracting what we get from other sources. So no matter how well the business does, my personal wealth doesn’t increase. All surplus funds—after paying salaries—are considered kingdom funds.
Since many of our workers are inexperienced, we often face losses. Accidents, lost or damaged packages—all of these happen. When a sabbatical missionary or a young person causes a loss, I cover the cost myself, and they pay me back over time from their delivery wages. I treat money with a stewardship mindset, and I try to prioritize people over profits.
4. Question: That’s a principle you came up with yourself—do you ever struggle to stick to it?Answer:I’ve been able to stick to it pretty well. I made the principle public to my family and our community. If you do business just to make money, the end goal will always be money. Sure, I started this business because I needed income, but I also wanted to build a structure that supports God’s kingdom. By regularly sharing that purpose with our community, I’ve been able to stay grounded.
I’ve also experienced financial losses that I believe God used to test me. When those moments come, it’s crucial to recall your purpose in ministry, clarify your principles, and share them with your community.
5. Question: In your view, what kind of person should be the leader of a business-as-mission initiative?Answer:The leader of a BAM effort should act not as an “owner” but as a steward. Their role is to manage the resources so they can be used effectively for God’s kingdom. When I experienced a financial loss in the delivery business and prayed about it, God reminded me of the parable of the vineyard workers in Matthew 20. I felt God say to me, “You are the worker who came early in the morning. Even though you worked all day, you’ll receive the same wage as the others.”
So, I believe it’s only fair that even though I work the hardest and lead the business, I take the same pay. That’s the role of the steward.
6. Question: What are the strengths and weaknesses of the delivery business?Answer:The biggest advantage is that you don’t need an office—so you save on overhead costs. That money can go toward buying a delivery truck instead. With installment payments, even people without much startup capital can get started. The work doesn’t require special skills, just diligence.
Unlike cafes, restaurants, or academies, you don’t need to advertise. Sellers take care of the advertising. Also, compared to those other businesses that require customer interaction, delivery work is pure labor—so it doesn’t drain your emotional or relational energy.
The downside is that it’s harder for women to do this work. So in the long run, we’re also considering opening a cafe or an academy. But those require more customer interaction and skill, so it would be better for someone who’s more business-focused than ministry-focused.
7. Question: These days, it seems difficult to earn large profits just from labor. Do you think real estate or stocks could be viable for BAM?Answer:When I decided to do domestic ministry, I felt that financial freedom was essential. Churches often hesitate to call a pastor if they’re expected to provide housing. So my wife and I got a housing unit through the national housing lottery. The interest is cheaper than rent, and we’ve made a rule: if young people or missionaries ever need the place, we’ll offer it freely. For us, it’s not an investment—just a way to ensure housing stability.
As for stocks, I tried it once to understand the market, but I kept thinking about it during worship. So I stopped. I don’t think investing in stocks or real estate is a matter of right or wrong, but it needs to be strategic, and suited to someone with the right gifts. That’s not me.
There are Christians in the investment world who want to support missions, but they often hesitate because they don’t trust religious organizations or missionaries don’t understand business language. Still, there are many who would gladly offer business training or consulting if asked. Missionaries, after all, deeply understand the local context. With the right guidance, I believe they could run local businesses effectively. That’s why we also run a business school.
8. Question: It sounds like even with delivery work, selecting the right business item based on the local context is really important?Answer:Absolutely. Item selection is critical. But it’s also important not to get fixated on the item itself. You need to think from a business perspective—price, competitors, sustainability. Missionaries often don’t understand these factors and sometimes ignore advice from businesspeople, which can lead to missed opportunities.
9. Question: Do you have any short-term or long-term goals?Answer:Lately, I’ve been thinking about how to reduce working hours while still maintaining income. Delivery work is labor-intensive, and that eats into ministry time. So my wife and I are planning to open an academy where she runs the business side, and I focus on ministry. She’ll be the director, I’ll be the assistant director. But in private education, you really have to excel, so we’re still thinking about training and the right niche.
Long-term, I hope we can build an ecosystem where more and more businesses support people doing God’s work long-term. Some people may focus more on ministry, while others support them through business. I’d love to see more healthy communities like ours emerge and thrive.
The interview with Director Eunho Shin offered a fresh and transformative perspective on business as mission (BAM). If the goal of BAM is defined simply as maximizing profit to fund ministry, it can easily lead to the dilemma of conflicting values between business and ministry. In such cases, high profits may also become a temptation. However, if the goal—like in Director Shin’s case—is to create a structure and ecosystem where people can sustainably and long-term serve in both work and ministry, then it becomes possible to minimize value conflict and resist financial temptation.
Moreover, CEO Shin Eun-ho plans to continue this business ministry in mission fields in the future. In order to fulfill the Great Commission, it is important to note that most unreached people groups are located in Muslim-majority nations (Luis Bush, 1999). In such contexts, it is crucial to help Muslim-background disciples who have converted to Christianity live faithfully and grow spiritually as Christians. And for these local disciples to live openly as Christians, financial freedom must be secured.
If they work in regular jobs, they are likely to face tremendous pressure during key Islamic periods like Ramadan, when Muslims affirm and reinforce their religious identity. During such times, converts may feel compelled to hide their Christian identity or suffer severe persecution. In many cases, if they openly declare their faith, it becomes nearly impossible for them to find employment.
If they continue to face these financial hardships, they may eventually return to Islam or struggle to live as faithful Christians. Therefore, to effectively disciple believers in Muslim regions, we must also consider ways to build financial systems that allow converts to grow in faith while working in secure and supportive environments.
Of course, successful business as mission is not easy. It requires investment of finances, time, and energy, as well as a managerial mindset. It is not easy to find work that is simple enough for anyone to do, does not consume too much time or energy, and allows for meaningful ministry. Also, analyzing local mission contexts to find viable business items that will actually succeed is a key challenge.
Despite all these challenges, there is no doubt that business as mission is one of the viable models we can offer to the next generation of missionaries coming from the Global South—including the Philippines, South America, Africa, and other parts of Asia—as well as from Korea. As mentioned earlier, BAM is also a valuable strategy for discipling believers in Islamic contexts.
Furthermore, in the future, missions will increasingly be carried out through diverse, collaborative efforts among churches from different nations. In anticipation of this, we—like Director Shin—must begin seriously considering how to build a sustainable, long-term missional ecosystem in which we work together with our fellow national churches and local disciples as co-laborers.
This will not be easy, but if we engage in deep prayer, thoughtful discussion, and careful local analysis while seeking God’s wisdom and discernment, good BAM models will begin to emerge. One by one, these models can multiply and expand.
We pray and hope for the rise of countless strong work-ministry communities—like Paul with Priscilla and Aquila—that will serve as powerful examples of business and mission working hand-in-hand.
References
Caleb Maglaya Galaraga. (2024). Lausanne Report: Most Missionaries Are Reaching the Reached. https://www.christianitytoday.com/2024/09/lausanne-missions-state-great-commission-christianity-polycentrism/
Luis Bush. (1999). The 10/40 Window - Getting to the Core of the Core.
Zane Pratt. (2024). The State of Global Missions in 2024.https://www.desiringgod.org/articles/the-state-of-global-missions-in-2024