Brother Wang Yun (pseudonym) serves as a full-time pastor in a church in southern China, where he has encountered numerous churches throughout his ministry.
In an interview with the Christian Times, a Chinese online Christian newspaper, Wang emphasized the significance of each church having its distinctive "selling point" or core competence. Sometimes, when believers attend a Sunday service in an unfamiliar church, they are unsure about the content of the sermon. This lack of clarity is often due to inadequate sermon preparation and an unwillingness to improve among pastors. Wang attributes this issue to the absence of pressure or competition among churches and pastors.
He elaborated that, in many places in China, churches function as de facto "monopolies," operating exclusively as the sole option within their respective areas. Consequently, some churches do not prioritize attracting believers to their services, assuming that the scarcity of alternatives will compel believers to attend their church by default.
Wang contends that running a church shares similarities with running a business. To establish a church successfully, one must contemplate how it can flourish and endure. Not every church thrives equally, hence the significance of having a distinct "selling point" to attract followers.
For a business to survive and prosper, it must possess a competitive advantage. Similarly, a small restaurant may thrive by offering affordability, unique and delectable cuisine, amiable service, or a prime location.
Accordingly, while preaching the gospel remains a fundamental function of a church, it must also cultivate its distinctive features, such as praise and worship, small groups, discipleship training, or prayer meetings, to take root and progress.
Wang highlights that present-day believers, particularly some young adherents, have grown more discerning. When they attend a church, many approach it with a "supermarket shopping" mentality, staying committed if they find it appealing, but swiftly moving on to another church if they don't. These believers are often referred to as "church wanderers."
A church's reputation in various aspects influences believers' attraction and commitment. Consequently, the considerable expectations imposed by believers become a driving force propelling churches to grow.
- Translated by Joyce Leung
王云弟兄（化名）在南方某地一所教会全职服事。由于服事的需要，王云弟兄接触过成百上千所教会。
王云对一中国网络基督教报纸基督时报说，每一所教会都必须要有自己的特色，即核心竞争力。有时去到一所陌生的教会参加聚会，发现自己不知道听了什么。除了听道人没有预备好，很大原因是牧者没有提前很好的预备讲章，自身没有学习和更新。王云认为，这样的现象是因为教会和牧者没有任何压力和竞争而导致的。
他介绍说，在国内的绝大多数地方，教会某种程度上来说都是做的“垄断式生意”，是独家经营的，只此一家，别无分店。因此一些教会对于信徒是否来教会，并不特别重视。这是因为教会数量太少了，一所教会附近往往没有其他教会，信徒只能来这家教会敬拜。
在王云看来，办教会跟社会上办企业在很大程度上来说是一样的。“如果想要建立教会并且让教会扎根的话，就必须思考教会怎么才能生存和发展。并不是任何一家教会都能够顺利存活和发展。如果我的教会没有特色的话，人们怎么愿意来？”
对一家企业来说，必须要有自己的优势，这样才能够生存和发展。比如一家小饭店，要么便宜实惠性价比高，要么味道独特吸引人，要么服务热情，要么在黄金地段……
因此，讲真理只是一所教会的基础。教会想要生存和发展的话，还要形成自己的特色招牌，比如敬拜赞美，小组，门训，或者祷告。
在王云弟兄看来，有很多信徒正在变得越来越挑剔，这样的情况以一些年轻信徒居多。
有很大一批基督徒是带着类似于“逛超市”的心理来教会的。比如一所教会搞得不错，那就去这所教会聚会、委身。而如果他们觉得这所教会不好，不合自己的心意，那就再去另外一所教会逛逛。对这样的信徒，可以称之为“流浪信徒”。
信徒他们看到哪所教会最适合自己，就在那里委身。如果一所教会在某些方面做得好，信徒自然会“慕名而来”。所以在一个地方，教会在信徒所给予的很大的压力之下发展。
专访|南方一牧者：当今教会躺平现象严重 每所教会都需找到自身特色
Brother Wang Yun (pseudonym) serves as a full-time pastor in a church in southern China, where he has encountered numerous churches throughout his ministry.
In an interview with the Christian Times, a Chinese online Christian newspaper, Wang emphasized the significance of each church having its distinctive "selling point" or core competence. Sometimes, when believers attend a Sunday service in an unfamiliar church, they are unsure about the content of the sermon. This lack of clarity is often due to inadequate sermon preparation and an unwillingness to improve among pastors. Wang attributes this issue to the absence of pressure or competition among churches and pastors.
He elaborated that, in many places in China, churches function as de facto "monopolies," operating exclusively as the sole option within their respective areas. Consequently, some churches do not prioritize attracting believers to their services, assuming that the scarcity of alternatives will compel believers to attend their church by default.
Wang contends that running a church shares similarities with running a business. To establish a church successfully, one must contemplate how it can flourish and endure. Not every church thrives equally, hence the significance of having a distinct "selling point" to attract followers.
For a business to survive and prosper, it must possess a competitive advantage. Similarly, a small restaurant may thrive by offering affordability, unique and delectable cuisine, amiable service, or a prime location.
Accordingly, while preaching the gospel remains a fundamental function of a church, it must also cultivate its distinctive features, such as praise and worship, small groups, discipleship training, or prayer meetings, to take root and progress.
Wang highlights that present-day believers, particularly some young adherents, have grown more discerning. When they attend a church, many approach it with a "supermarket shopping" mentality, staying committed if they find it appealing, but swiftly moving on to another church if they don't. These believers are often referred to as "church wanderers."
A church's reputation in various aspects influences believers' attraction and commitment. Consequently, the considerable expectations imposed by believers become a driving force propelling churches to grow.
- Translated by Joyce Leung
Interview: Every Church Needs Its Unique Selling Point
