Setting The Company’s Long-Term Goals

The idea of setting your long-term goals may seem like a waste of effort with so many thoughts running through your head. That being said, it is extremely difficult to achieve business success if you don’t set out your ultimately where you want to go. This is especially true in light of the fact that these goal have to take into account both your personal and professional aspirations. In this lesson we show you how to set long term goals for you and your company.

Any well-run business will have clear and defined long term goals that set the direction of the company and short term objectives that drive those long term goals. These are important to the entrepreneur as they clarify the purpose of the business and help identify necessary actions. For entrepreneurs, your long-term goals must encompass not only the goals for the business but your personal long-term goals. So when reading this lecture, keep in mind that the long-term goals for the business should take your personal goals into consideration.

What are long-term goals?

Long-term goals are designed to look three to five years into the future and while long term goals can vary, they generally fall into four categories – growth, profit, service or social mission:

• Growth.Goals related to the expansion of the company, through new employees, for instance.
• Profit. Goals set to increase profits by a certain percentage.
• Service. Goals related to improving customer service satisfaction or customer retention.
• Social. Goals that focus on giving back to the community, through philanthropy or volunteer organizations, for example.

Not all long term goals need to fit into these categories. Here are some other examples:

• Increase Personal Wealth: A common long-term goal is for the new venture to eventually increase the business owner’s personal wealth. Increasing an entrepreneur’s personal wealth may mean different things to different people. While the common definition would be an increase in financial resources, other definitions may include a flexible work schedule, creating a company to meet social needs in society or improving the lives of individuals working in the business venture. These long-term goals help entrepreneurs stay on track when starting a business and creating plans for increasing the entrepreneur’s wealth.
• Expand into New Opportunities: Entrepreneurs may start a business with the plan to grow and expand the business into new opportunities or business industries. This long-term goal allows entrepreneurs to focus on making their business the biggest and best in its industry. Entrepreneurs setting these types of goals often have a bigger plan in mind when starting a business. These plans may require the help of other individuals or economic resources to grow the business. Entrepreneurs may also look to expand the business quickly using whatever means possible.
• Go Public: Taking a business public may be a long-term goal of entrepreneurs. This long-term goal may take several years to complete. Small businesses must usually have a strong history of financial performance in specific business operations and ensure future investors about the company’s long-term viability in the business environment. Entrepreneurs may also need to recruit other individuals to work in the business who have extensive experience or expertise in the business industry.
• Lasting Legacy: Entrepreneurs may choose to start a business to create a lasting legacy for their family. Starting a business may allow individuals to recruit family members into the company and employ them for running the business. Many of today’s largest companies started as simple family businesses.

Imagine that the date is five years from now. Where do you want to be? Will you be running a business that hasn’t increased significantly in size? Will you command a rapidly growing empire? Will you have already cashed out and be relaxing on a beach somewhere, enjoying your hard-won gains? Answering these questions is an important part of building a successful plan. In fact, without knowing where you’re going, it’s not really possible to plan at all.

chapter Quiz

Q1. All of the following are categories of long term business goals except:

a) Growth b)Profit c)Weekly d)Social

Q2. Increasing personal wealth can be a long term goal associated with the company.

a) True b)False

Q3. Any well-run business will have clear and defined long term goals that set the direction of the company and short term objectives that drive those long term goals.

a) True b)False

  

When you are starting or running your business, you need to have a plan that ties your current state to where you want to go. That plan cannot just detail the things you will do, but it must follow a strategy that sets you apart given the market conditions you are facing. In this lesson, we outline the elements of a strategic plan.

One way to think about strategic planning is that it identifies any gaps between a current state and desired future state, and then dictates how to close those gaps – how to get you from where you are to where you want to be. To that end, various factors are taken into consideration in order to formulate an effective plan. Here are some of the elements often included in a strategic plan.

• Introductory Statement – If you include an introductory statement, it should briefly describe why the strategic plan was developed and for what time period, plus the authors of the plan.
• Background Statement – This section may provide information about the organization such as history, management structure, and supporting partners or agencies. Alternatively, you could use this section as a brief business statement – more of an elevator pitch – to concisely describe your business.
• Organizational Structure – Include this information if it’s relevant to evaluate how your business or organization operates and is structured – from governing board to staffing.
• Vision – A vision statement should briefly describe what a company wants to achieve or become. This is one of the primary organizational tenets to consider, along with values and mission.
• Values – These are the principles that an organization stands for and abides by. Many businesses create core value statements to guide company culture.
• Mission Statement – A mission statement describes the purpose of a business or organization. This is distinct from a vision statement because it is not a projected goal for the future.
• Problem Statement – Some plans include a problem statement, which can outline key or discrete issues that need to be addressed.
• SWOT Analysis – A SWOT analysis provides a foundation and context for developing strategy by examining the strengths and weaknesses within and organization as well as external opportunities and threats.
• Goals – As stated earlier, a strategic plan may include long-term as well as more short-term (monthly and quarterly) goals. Objectives should be measurable and broken down into actionable steps, and the action plan for each goal should specify who is responsible for implementing the strategy, a timeline for starting and ending the action, and how the outcome will be evaluated.
• Evaluation – Methods for evaluation should be spelled out in the strategic plan. This could include tracking key performance indicators (KPIs) and documenting the progress of action steps on an ongoing basis.
• Executive Summary – This final summary helps employees, investors or other readers quickly understand your plan.

Chapter Quiz

Q1. When you are starting or running your business, you need to have a plan that ties your current state to where you want to go.

a) True

b) False

Q2. A Strategic Plan should include a SWOT analysis.

a) True

b) False

Q3. An executive summary should be at least 3-4 pages long

a) True

b)False

Mission, Vision and Values

A company’s mission, vision and values set the direction of the company. These may sound like things that only large companies need (or have the time to do) but you will quickly find, without an overall North Star and guiding direction, you can get lost quickly. Especially in the constantly changing environment of a new venture, these are essential. In this lesson we show you what they are and help you create these for your company.

What are Vision, Mission and Values?

• Vision Statement. A vision statement describes the organization as it would appear in a future successful state. When developing a vision statement, try to answer this question: If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? An effective vision statement is inspirational and aspirational. It creates a mental image of the future state that the organization wishes to achieve. A vision statement should challenge and inspire employees.
• Mission Statement. A mission statement explains the company’s reason for existence. It describes the company what it does and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors and other stakeholders.
• Values. A values statement describes what the organization believes in and how it will behave. Values create a compass for the company and its employees. This compass guides decision-making and establishes a standard that actions can be assessed against. A values statement defines the deeply held beliefs and principles of the organizational culture.

Establishing a company’s mission, vision and values are critical to setting the direction of a company.

How to Create a Vision Statement

A vision statement describes what you want your company to become in the future. Keep the following in mind as you create your vision statement:

• Inspire. It should be aspirational and inspirational.
• Not a How To. Ideally, the statement should be one sentence in length and should not explain how the vision will be met.
• Ask Yourself. When developing your vision, keep these questions in mind:
  • What is unique about doing business with your brand?
  • How would your customers describe your brand
  • Where do you want your company to be in five years?
• Take Into Account Differences in People. Some people arrive at vision through analysis and others arrive by dreaming about the future. All of these perspectives can drive a great vision – embrace them all.
• Make the Process Focused. Vision can be the most enjoyable part of planning, but the part where time easily gets away from you.

How to Create a Mission Statement

A mission statement defines the purpose of the company. Keep the following in mind as you create your vision statement:

• Simple. It should be simple, straightforward, articulate, and consist of jargon-free language that’s easy to grasp.
• It Should Motivate. It should be motivational to both employees and customers.
• Ask Yourself. When crafting your mission statement, keep these tips in mind:
  
  • What are the specific market needs the company exists to address?
  • What does the company do to address these needs?
  • What are the guiding principles that define the company’s approach?
  • Why do customers buy from you and not your competition?
• Purpose. Basically, the mission statement describes the overall purpose of the organization.
• Ask How The Vision Comes to Life. If the organization elects to develop a vision statement before developing the mission statement, ask “Why does the image, the vision exist — what is its purpose?” This is often the same as the mission.
• Wording. When wording the mission statement, consider the organization’s products, services, markets, values, and concern for public image, and maybe priorities of activities for survival.
• Sets the Tone for Priority. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered.
• Be Concise. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording.
• Does it Make You Unique. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations?

Developing Values

Core values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company’s identity – the principles, beliefs or philosophy of values. Many companies focus mostly on the technical competencies but often forget what are the underlying competencies that make their companies run smoothly — core values. Establishing strong core values provides both internal and external advantages to the company:

• They Should Reflect Your Essence. Some say you don’t create your values – you discover them. They should reflect who you really are.
• They Help Decisions. Core values help companies in the decision-making processes. For example, if one of your core values is to stand behind the quality of your products, any products not reaching the satisfactory standard are automatically eliminated.
• They Set Your Identity in the Market. Core values educate clients and potential customers about what the company is about and clarify the identity of the company. Especially in this competitive world, having a set of specific core values that speak to the public is definitely a competitive advantage.
• They Set You Apart with Talent. Core values are becoming primary recruiting and retention tools. With the ease of researching companies, job seekers are doing their homework on the identities of the companies they are applying for and weighing whether or not these companies hold the values that the job seekers consider as important.
• They are Timeless. Core values are timeless and do not change; they are sustainable in the longer term. They don’t change in an economic downturn or in a change of strategy or with a new set of products.

So how do you discover core values? Here are some questions that can help:

• Are the core values that you hold to be fundamental regardless of whether or not they are awarded?
• If you woke up tomorrow morning with enough money to retire for the rest of your life, would you continue to hold on to these core values?
• Can you envision these values being as valid 100 years from now as they are today?
• Would you want the organization to continue to hold these values, even if at some point, they became a competitive disadvantage?
• If you were to start a new organization tomorrow in a different line of work, would you build the core values into the new organization regardless of its activities?

The last three questions are crucial because they help to make a crucial distinction between core values and strategies – core values are fixed regardless of the time and factors, internal as well as external, affecting the organization, while strategies and practices should be changing all the time. If the answers are yes for each of the core values chosen, then you have yourself what constitute the identity of your organization.

We have discussed why core values are important and some strategies for setting core values. You may be wondering: what do core values look like? Below is a list of 10 core values that are common across organizations in different industries:

• Accountability. Acknowledging and assuming responsibility for actions, products, decisions, and policies. It can be applied to both individual accountability on the part of employees and accountability of the company as a whole.
• Balance. Taking a proactive stand to create and maintain a healthy work-life balance for workers.
• Commitment. Committing to great product, service, and other initiatives that impact lives within and outside the organization.
• Community. Contributing to society and demonstrating corporate social responsibility.
• Diversity. respecting the diversity and giving the best of composition. Establishing an employee equity program.
• Empowerment. Encouraging employees to take initiative and give the best. Adopting an error-embracing environment to empower employees to lead and make decisions.
• Innovation. Pursuing new creative ideas that have the potential to change the world.
• Integrity. Acting with honesty and honor without compromising the truth
• Ownership. Taking care of the company and customers as if they were one’s own.
• Safety. ensuring the health and safety of employees and going beyond the legal requirements to provide an accident-free workplace.

TEST

Q1. A statement that describes the organization as it would appear in a future successful state is a:

a) Mission Statement

b) Vision Statement

c) Value Statement

Q2. A mission statement:

a)Should be at least a page long

b) Should explain the company’s reason for existence

c) Should only be shared internally

Q3. Establishing a company’s mission, vision and values are critical to setting the direction of a company.

a)True

b) False

   Your Operating Plan Should Tie Your Goals, Objectives and Key Performance Indicators (KPIs) Together

When you establish your operating plan, you must tie the objectives you set to the overall goals that you have set for the business. With these things aligned, your organization focuses its efforts on the behaviors that drive toward that result. This lecture gives examples of how to tie your objectives and daily actions to the overall operating plan.

Aligning Your Objectives to Your Goals

When you have established your longer term goals for your business, you then set the shorter term objectives to meet that goal. For example, if your “goal” is to get to San Francisco, and your “objective” is to get there in less than two weeks for under $1,000, you can them set your priorities and key performance indicators that align your efforts. Some examples:

• If you want to increase sales by 25% this year, how many new customers do need per day and how many new leads per day to generate those customers?
• If one your long-term goals is to reduce costs, you might set the short-term objective of each employee identifying $5,000 of potential savings.

Break down specific actions to be taken by specific people, assigning someone in each department involved to be accountable—and to help motivate employees.

Some Examples

Here are some examples of how long-term goals and short-term objectives are tied together:

• Profitability: A common business goal is to run a profitable operation, which typically means increasing revenue while limiting expenses. Revenue objectives could consist of increasing annual sales by 10 percent or landing three new accounts each month. Expense objectives could involve finding a new operating facility that decreases your rent by $200 a month or cutting monthly utility bills by 15 percent.
• Customer Service: Examples of customer service goals are to develop a perception that your company is easy to do business with or to improve your response time to customer complaints. Objectives to help meet these goals could be increasing your customer service staff from one to three workers by the end of the year or implementing a policy where customers are guaranteed to receive a return phone call before the end of the business day.
• Retention: If you’ve experienced a problem with employee turnover, your overall goal could be to improve retention. To achieve this goal, your objective might be to develop and implement a training program that details new-hire activities for the first 90 days on the job. You also could implement one-on-one meetings with your employees in an effort to build rapport and find out what’s on their mind.
• Efficiency: Another goal could be to become more efficient in your business operation as a way to increase productivity. To improve efficiency, you could challenge your salespeople to improve their closing ratio from 30 percent to 45 percent. If you distribute a product, you might consider implementing a new shipping procedure that improves your delivery time from four days to two.
• Growth: Perhaps your goal is to grow your business operation. If you own a franchise unit, for example, your objective might be to open three more units within a five-year period. If you operate a retail store, your objective might be to increase your selling space by 25 percent by completing an addition to your building within a year.
• Revenue Goals: If your long-term revenue goal is to double revenue by the end of the current fiscal year, another example of a supporting short-term goal is to contract an advertising consultant for one month to help you analyze and capitalize on your customer’s buying trends. Another short-term goal example is to spend the next month learning your primary competition and brainstorming on what you offer that they don’t. Take this research and design a new advertising campaign that highlights the unique points about your business or products.
• Customer Service Goals: Set a long-term goal of receiving at least 95 percent positive customer feedback regarding the service you provide. An example of a supporting short-term goal is to redesign the customer service research process to include new questionnaires and incentives, such as monthly drawings for free products or discounts on future purchases for customers who take the time to respond.
• Employee Appreciation Goals: Implement a long-term employee appreciation goal of awarding an employee of the year award to the employee who provides the most creative input during the year in terms of practical ideas to improve the company. Supporting short-term goals are to award employee of the month designations each month throughout the year to mark the progression of creative input, and to include more employees in the reward process than is possible with a single annual award.
• Community Outreach Goals: Set the long-term goal of building the company’s name recognition within the community through community outreach projects. Examples of short-term supporting goals are to reward employees who volunteer with designated community programs with additional time off, bonuses or gift cards. Another short-term supporting goal is to choose one or two high-profile annual charity events to sponsor.
• Website Traffic Goals: A long-term goal regarding web traffic is to increase traffic to your company’s site by at least 50 percent by the end of the current fiscal year. Supporting short-term goals are to research and purchase web traffic analysis software to better pinpoint current traffic trends, to hire a web consultant for one month to propose and implement programming changes to make the site appeal to a broader audience than your traffic trend research suggests currently exist. Another example of a short-term goal is to select a medium for advertising your site other than the Web, such as a bus campaign where you advertise your site address on the side of city buses for one month, or billboards, where you lease a billboard in a conspicuous place in town for one month.

A few other things to keep in mind when setting your long-term goals and your short term objectives:

• Involve Employees: dictating to employees what their goals and objectives will be is one approach before more effective approach is having them participate in the development of the goals and objectives. This not only spurs conversations about what it will take to achieve these goals and objectives, but facilitate employee buy-in to ultimately what the plan of the company will be.
• Be Careful About Conflicting Goals: it is not uncommon when you develop your goals to have one or more goals that may conflict with each other. For example you may have revenue goals and customer satisfaction goals but not enough resources to adequately achieve both.
• Make Sure Your Operations are not Preventing the Achievement of Goals: for example if you want to provide great customer service to consumers as a goal, it would not make sense you make it difficult for customers to talk to a live customer service representative.

Setting your goals and objectives takes time, but is essential to ensuring that you stick to your plan and hold yourself accountable to the goals that you have set especially in light of all the things that comes across your desk as an entrepreneur.

              How to Claim the Blessing of Abraham               

What does it mean TO CLAIM? to demand by or as by virtue of a right; demand as a right or as due: to claim an estate by inheritance (Gal 3:14,16, 29).

What is Blessing? It is to be endued with power for success, prosperity (Wealth & Riches), lots of children and long life (Psalm 1: 1-3, Psalm 112:1-3 & Psalm 128:1-4)

Who is Abraham? Abraham is type of all race. A father of both the Gentile and Jews.  A Gentile God pick from nowhere and MAKE him a Jew and great (Gen 12:1-3)

                             Why we need to claim the Blessing of Abraham

We must understand that prosperity is matter of worship. Whoever you worship is responsible for your prosperity.  When Adam and Eve worship the devil, they willingly hand over the all Authority and all Resources to the devil.

(Luck 4:6) And the devil said to him, All this power will I give you, and the glory of them: for that is delivered to me; and to whomsoever I will I give it.

            Note, Jesus never contest Satan statement but rather said Satan get thy behind me!(meaning Satan don’t trick me or mock me. leave me to

We Must KNOW THAT ALL RICHES IN THIS WORLD SATAN HAS IT AND ONLY GOD HAS THE POWER TO TAKE OUT FROM HIM. God must empower us to bring down the power of Satan.

(Job 15:20) He (Satan) hath swallowed down riches, and he shall vomit them up again: God shall cast them out of his belly.

AND GOD HIMSELF HAS TO MAKE COVENANT WITH ABBRHAM TO BLESS   MANKIND WITH POSSESSION

(GEN 12:1-3) The Lord had said to Abram, “Go from your country, your people and your father’s household to the land I will show you. 2 “I will make you into a great nation, and I will give you power for success, prosperity, lots of children and long life; I will make your name great, and you will be a blessing. 3 I will bless those who bless you, and whoever curses you I will curse; and all peoples on earth will be blessed through you.           

BECAUSE—It takes Abrahamic Covenant to be Rich without SORROW and Painful toil (Prov. 10:22 & GEN 3:14,15)

                                                          PRAYER —2 : 

OH Lord, deliver me from any wrong beliefs or practices I have been working on that is causing me your Blessing, In Jesus Name.

Oh Lord, the Holy Ghost bring into Subjection every humanly and demonic thoughts in my life causing me blessing , in Jesus Name!  

To Prosper you must Break Demonic Mindset about Prosperity

WHAT IS Abrahamic Covenant:  It is a covenant of prosperity.  Abram was a man that enjoyed wealth. (Gen 13:2) Abram wasvery rich in cattle, in silver and in gold. Why? because of the blessing of God.  We come under this blessing by reason of our heritage in Christ.

(2 Cor 8:9) For ye know the grace of our Lord Jesus Christ, that he is being rich, for your sakes became poor, that ye through his poverty might be made rich.

(Gal 3: 29) And if ye be Christ’s, then are ye Abraham’s seed, and heirs by promise

YOU AND I ARE SEED OF ABRAHAM. WHETEVER ABRAHAM ENJOYED WE CAN RIGHT NOW! NO SEED OF ABRAHAM WAS EVER POOR. BECAUSE OF THE BLESSING OF ABRAHAM!

ISAAC WAS AN ENVY of in the town of Gerar. (Gen 26: 13-16)

JACOB —- the man grew exceedingly prosperous and came to own large flocks, and female and male servants, and camels and donkeys (Gen 30;43). Even in his old age Jacob was very rich and in the time of famine he gave double money to his children to go a buy food (Gen 43:15)

JOSEPH—dwell in GOSHEN and I nourish thee; for yet there are five years of famine; lest thou, and thy household, and all that thou hast, come to poverty (GEN 45;10-11)

YOU CANNOT SUFFER poverty if you’re are a partake of the Abraham covenant.

 GOD WANT YOU TO PROSPER. Poverty is a curse (Duet 28: 15-). God want you to have a lot to take of yourself, family and give to His church and Evangelism.  

                      AND YOU CAN ONLY GET THIS ONLY VIA THE BLESSING!!!

1. Keys to Access this Blessing.

          GAL 4:1, Gen 12: 4, Isaiah 1: 19-20, Gen 28;1

If we must have what Abraham had, we must do what Abraham did.

Isaiah 1:9 if you are willing and obedient, you will eat the best of the land.

(Gal 4:1) Then ^[a]I say, that the heir as long as he is a child, differeth nothing from a servant, though he be Lord of all.

Only Adult has right to inheritance. Most believer are poor and weak because there have vehemently refused to grow up to maturity. Though they are Lord of All by virtue of the Blood of Jesus( Matt 28;18-20, Rev. 5:12) yet some will never enjoyed it until the attain the height of maturity.

                                   Key 1:  Son’s walk in Obedient to God.

(Gen 12: 4) God told Abraham to go out? God is telling you to Get out from where you are Now! get out of your stink belief about riches? God is saying to you now: Stop going to that club, stop sleeping around, come to him and he will bless. Stop the games and tricks. God knows it all. obedient to God is vital to gain access to His blessing!  Will you obey him today?

 (Prov 3:5-6) Obedient means Trust the Lord with all your heart. Why? because if you can not trust GOD you cannot give to God. And given is the only cure for financial breakthrough.

 Can you see that just after God takes about Trust, it immediately follows by giving;

 (Prov 3:9-10) Honour the Lord with thy substance, and with the firstfruits of all thine increase: So shall thy barns (storage places)be filled with plenty, and thy presses shall burst out(for Nations) with new wine.

     

                                     Key 2: Son’s obey Willingness

Obedient is not enough to walk in financial prosperity. You must do it Willingly. God has no respect for obedient that is far from the heart. Lord want true worshiper not lips service.

Deut: 28:47-49 ⁴⁷ Because thou servedst not the Lord thy God with joyfulness, and with gladness of heart, for the abundance of all things;⁴⁸ Therefore shalt thou serve thine enemies which the Lord shall send against thee, in hunger, and in thirst, and in nakedness, and in want of all things: and he shall put a yoke of iron upon thy neck, until he have destroyed thee. ⁴⁹ The Lord shall bring a nation against thee from far, from the end of the earth, as swift as the eagle flieth; a nation whose tongue thou shalt not understand;

Nothing stops the blessing of God like Greediness and Ungratefulness!

To be bless by god you must have a grateful heart and to developed a grateful heart you must know that you don’t own anything on earth and all that you have God gave it to you.

David a man with a the right perspective about possession. In 1 Chron 29: 2-5   Gold = 110tons * $1730/0z = 16 Billion

                                     Silver = 260 tons *40/oz =300 Million

Why did David gave that way?

Yours, Lord, is the greatness and the power and the glory and the majesty and the splendor, for everything in heaven and earth is yours.Yours, Lord, is the kingdom; you are exalted as head over all.¹² Wealth and honor come from you; you are the ruler of all things. In your hands are strength and power to exalt and give strength to all.

(16-17) Because David has the right perspective about possession that every good and perfect gift comes from God (James 1;17). David understood we are only steward of His Resources!  No wonder he could say 

(Psalm 37:25-26) once was young and now am old, yet never have I seen the righteous abandoned or their children begging for bread. 26They are ever generous and quick to lend, and their children are a blessing.

A Man with Wrong Perspective

Luck 12: 16 -21   Rich fool like must Christian today!

We must know that God owns everything even the breath we have now: Never give to God reluctantly, Sorrowfully or under compulsion!

Duet 8:18, Psalm 50: 10, Haggai 2:8,   2 Cor 9:7 

                                      Prayer 4

I pray for someone today, You become Lord over money and earthly possession in Jesus name!  

1. How to claim Abraham blessing and breakthrough from the spirit of poverty

Ps. 89:34) My Covenant will I not break, nor alter the thing that is gone out of my lips.

(Jer. 33:20) Thus saith the Lord, If you can break my covenant of the [a]day, and my covenant of the night, that there should not be day and night in their season.

(Gen 8:22) Hereafter [a]seed time and harvest, and cold and heat, and Summer and Winter, and day and night shall not cease, so long as the earth remaineth.

(Mal. 3:6) For I am the Lord: I change not, and ye sons of Jacob are not consumed.

(Heb 11: 6)  But without faith it is impossible to please him: for he that cometh to God, must believe that God is, and that he is a [a]rewarder of them that seek him.

                                  Look up to Abraham our Father (Isaiah 51:2-4)

Look to Abraham your father, and to Sarah who bore you. When I called him, he was but one; then I blessed him and multiplied him. 3For the LORD will comfort Zion and look with compassion on all her ruins; He will make her wilderness like Eden and her desert like the garden of the LORD. Joy and gladness will be found in her, thanksgiving and melodious song.…

                                 Abrahamic Principle

1. Abraham was a Tither (Gen 14:20, prov 3:9 Mal 3:10-12)
2. a man of Faith (Romans 4:20 He staggered not at the promise of God through unbelief; but was strong in faith, giving glory to God)
3. giver (Gen 18:8-9 after they have eaten, they bless him)
4. Abraham was life a sacrificial life style (Gen 13 save lot, Gen 15, Gen 22)
5. Abraham was a good steward (Gen 18:19, luck 16:10 prov 22;6)
6. Abraham honored his Father and Spiritual father (  )
7. Abraham was Meek and kind to the poor (Gen 13;8

Thanks for joining me!

Good company in a journey makes the way seem shorter. — Izaak Walton