Mr Benedict Bentil, Senior Manager at MTN Business, has urged small and medium-sized enterprises (SMEs) to move beyond the traditional one-time business plan and adopt a culture of continuous business planning.

According to Mr. Bentil, one of the most common missteps by SME owners is the perception that planning ends once the business plan is completed.

“People often confuse business planning with the business plan itself. But having a business plan doesn’t mean you’ve completed the planning process. A business plan is just one component of an ongoing business planning cycle.”
Mr Benedict Bentil

He emphasized that while the initial business plan is critical to launching a venture, it is the iterative review, assessment, and modification of that plan that fuels sustainable growth. “Business planning is the process of analyzing all your business requirements—how your business is performing, the associated costs, and how it can become profitable,” he explained.

This insight challenges SMEs to view planning not as a static task but as a dynamic, annual commitment that grows and adapts with the business itself.

The Case for Continuous Planning

Mr. Bentil’s advocacy for continuous planning comes at a time when many SMEs are grappling with volatility—be it market changes, currency instability, or shifting consumer behavior. For such enterprises, rigid and outdated strategies can be detrimental.

“Consistent planning is essential for any business that aims to create value and remain profitable,” he asserted. It allows business owners to respond to internal and external challenges more proactively, manage resources efficiently, and track performance metrics in real time.

More than just operational maintenance, continuous business planning becomes a tool for strategic alignment, risk management, and innovation. It empowers SMEs to make data-driven decisions and recalibrate their goals to reflect current realities.

Defining SMEs: Clarity in Scope

Mr. Bentil also brought clarity to what constitutes an SME in the Ghanaian context by referencing the Ghana Enterprises Agency’s (GEA) classification system. According to him, micro enterprises are defined as businesses with between 0 to 5 employees and annual revenues of up to GHS 150,000. Small enterprises employ 6 to 30 people and earn between GHS 150,000 and GHS 6 million annually. Medium enterprises, meanwhile, have 31 to 100 employees and generate over GHS 6 million per year.

This breakdown is important not only for policymakers and financial institutions but also for SMEs themselves, who must understand their classification to access appropriate support services, tax incentives, and funding opportunities.

MTN’s Support for SMEs

MTN Ghana, through its business division, has been a major enabler of SME growth in Ghana. By offering digital solutions, financial products, and business development services tailored to the needs of micro, small, and medium-sized enterprises, MTN Business is positioning itself as a partner in progress.

From mobile money platforms that enable faster transactions to cloud-based productivity tools, MTN continues to invest in empowering SMEs to scale efficiently. And now, through thought leadership from experts like Mr. Bentil, the company is extending its impact into strategic education and advisory support.

For Ghanaian SMEs looking to survive and thrive in a competitive market, the message is clear: rethink your approach to business planning. Treat it not as a one-time event, but as a strategic discipline—reviewed annually, shaped by data, and responsive to change.

As Benedict Bentil aptly summarized, “Planning should be a continuous activity that evolves with your business. Only then can SMEs create long-term value, stay profitable, and withstand future uncertainties.”