33. Expanding and expanding language!

33. Expanding and expanding language! After completing the first training, despite the concerns and negative predictions of many people, the number of domestic ‘Happy Sharing Store’ branches had already exceeded 50, and through the capabilities gained from there, 7 overseas branches were opened. This speed was accelerating, and as time went by, the number of branches was increasing. Accordingly, the headquarters secretaries also worked tirelessly as the number increased day by day, and the funds that could be invested in the ministry field began to increase, centering on old domestic and overseas branches or branches that were doing well. Only then did the ‘Barnabas Ministry’ continue to expand like an atomic bomb, spreading out to the second and third stages, and the ministry field began to move systematically, grow, and the local people began to change. And since it is designed to develop at least two local products at one location, the more locations there are, the more exponentially the number of better and more unique products increases, so the footsteps of people looking for the ‘Happy Sharing Store’ are bound to be even more enjoyable, and through word of mouth, more and more people are looking for a store where they can share happiness with a happy heart. Then, at first, many mission departments and mission organizations who were watching while thinking about complicated issues such as whether they could do as well as they thought or whether they would have financial troubles through the business, began to pay attention and asked to work together. Because the characteristic of the ‘Barnabas Foundation’ is that the directors and executives within the foundation are recognized by each other based on how well they follow the internal rules and how devoted they are to missionary work, and their roles are given and changed, but for the missionaries in the field, 100% of the business donations from the denomination are invested 100% in the ministry of the ‘Barnabas Foundation’ co-workers belonging to that denomination, and in the case of donations donated in a dispersed manner, half of them are recorded and managed in the foundation records of that denomination and support is given first to the co-workers of that denomination. Therefore, each denomination does not have to go through the trouble of establishing a separate foundation, and anyone who wants to can join the ‘Barnabas Foundation’ as a director and demonstrate their capabilities while working, and that is how they support the missionaries of their denomination. As a result, there is no need to worry about excessive competition between denominations or the problems that arise from it. And finally, due to the activation of the business, although the laws are different in each country, missionaries who had difficulty staying in the mission field due to business visas and thus hindered their ministry began to have their stay issues resolved and missionaries who could serve stably began to emerge. And for missionaries who had reached a certain level of stability, we supported them again to open a Korean cultural center, and we began to foster mutual connections in the ministry by establishing a system where they could teach Korean and even teach Korean, and if there was a need for staff at the ‘Happy Sharing Store,’ they would be selected first. As a result, missionaries in countries and regions where co-workers had not yet joined the ‘Barnabas Foundation’ began to try to join the foundation first, but as time went by, the procedures and verification forms for joining the foundation became more and more complicated, and the verification procedures were supplemented to be more objective so that there were no problems, and co-workers were selected and trained. Year after year, after five years, there was no country in the world where a ‘Happy Sharing Store’ was not established. Until now, whenever the headquarters opened a branch, they would go there to inspect it and visit again to hold an opening ceremony. Now, the representative of each country can play that role in the region. In cases where it is not the first branch in a country that has not yet been established, the representative of that country takes on an administrative role in the middle, realizing administrative simplification. In addition, the profit structure was linked so that there would be no conflict or clashes, but rather, they could move in a complementary manner, which led to a phenomenon where there was a synergistic effect in the ministry. It was also the result of the headquarters’ efforts to block such problems at the source, as the price was changed in accordance with the expiration date or condition of the product, so there was no reason for disputes. In addition, if there was a problem, the headquarters visited the site at any time to solve the problem and made an objective eval‎uation to make sure there were no problems. That is because I thought that this was the minimum condition and environment in which we could trust, rely on, and cooperate with each other to carry out our ministry.