SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD: 

Align activities of own business unit with others in the retail business 
SAQA US ID UNIT STANDARD TITLE
243266  Align activities of own business unit with others in the retail business 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Generic Management 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular-Fundamental  Level 5  Level TBA: Pre-2009 was L5  12 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered  2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
Management of a motor retail business unit requires an understanding of the interdependence of motor retail business units; an understanding of the impact that decisions taken in relation to one business unit have on other business units, suppliers, partners and sub-contractors; and the ability to align the activities of one's own business unit with those of other business units in the motor retail business to optimise performance for all concerned. This unit standard reflects the skills required to:
  • Evaluate the impact that decisions taken within the learner's business unit would have other business units within the motor retail business.
  • Liaise with other business units to develop a joint strategy for the motor retail business which will provide support for and gain synergy for the activities of the learner's own business unit.
  • Maintain communication and relationships with other business units.
  • Participate in inter-business unit projects, campaigns, promotions and activities.
  • Support activities of other business units and promote team work between business units and outsourced services.

    It also reflects the understanding of:
  • Key business drivers.
  • The business relationship of the learner's own business unit with other business units and outsourced services.
  • The business sense (i.e. the implications, benefits, etc) of outsourcing services. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that the learner is competent in:
  • Communication at NQF Level 4.
  • Mathematical Literacy at NQF Level 4. 

  • UNIT STANDARD RANGE 
    Business unit refers to a branch or a department in larger business. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Identify key business drivers of a motor retail business unit. 
    OUTCOME RANGE 
    Key business drivers include staffing, financials, capacity, costs, incentives, knowledge of other departments, etc. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Key business drivers of the learner's own business unit are correctly identified. 

    ASSESSMENT CRITERION 2 
    The relative importance of the identified key business drivers is determined and explained. 

    ASSESSMENT CRITERION 3 
    Established procedures and processes are utilised to establish the needs of other business units in the motor retail business. 

    SPECIFIC OUTCOME 2 
    Contribute to the development of joint strategies for the motor retail business. 
    OUTCOME RANGE 
  • The joint strategies would include the business units of the motor retail business, suppliers, partners and sub-contractors (e.g. finance houses, insurers, panel shops, refurbishers, windscreen and tyre fitters).
  • The joint strategies would cover matters such as: marketing in conjunction with other business units; promotional activities; logistics; liaison; team work. 

  • ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate tools and techniques are used to identify strategic issues and strategic options. 

    ASSESSMENT CRITERION 2 
    Contribution is consistent with organisational policies and cost and resource constraints. 

    ASSESSMENT CRITERION 3 
    Contribution balances the needs of own business unit against needs of other business units and the motor retail business as a whole. 

    ASSESSMENT CRITERION 4 
    Contributions are presented clearly and comprehensively and are supported by an appropriate justification or motivation. 

    SPECIFIC OUTCOME 3 
    Develop and implement plans to implement the joint strategies within own business unit. 
    OUTCOME RANGE 
  • Plans must include promotional activities: identifying what can be promoted; the target market; the objectives of the promotional activities; the method; the budget, the layout; below-the-line marketing.
  • Plans must include merchandising. 

  • ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Objectives, responsibilities, timeframes, budgets and success indicators are clearly defined. 

    ASSESSMENT CRITERION 2 
    Team members/staff are briefed on their role in the implementation. 

    ASSESSMENT CRITERION 3 
    Effectiveness of plans and implementation is monitored and evaluated and corrective action is taken if indicated. 

    ASSESSMENT CRITERION 4 
    Business unit activities are supported by, and gain synergy from, activities of other business units of the motor retail business, suppliers, partners and sub-contractors, and vice versa. 

    SPECIFIC OUTCOME 4 
    Maintain effective communication with other business units of the motor retail business, suppliers and sub-contractors. 
    OUTCOME RANGE 
    Maintain effective communication includes participation in inter-business unit meetings, competitions and awards, social and team-building events, etc effective conflict resolution. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Communications channels are in place and are used effectively to develop and maintain relationships. 

    ASSESSMENT CRITERION 2 
    Mechanisms are in place and are used to handle inter-business unit, supplier and sub-contractor issues and conflicts. 

    ASSESSMENT CRITERION 3 
    Issues related to inter-business unit, supplier and sub-contractor relations are raised and resolved speedily. 

    ASSESSMENT CRITERION 4 
    Issues from liaison meetings are documented and followed through. 

    ASSESSMENT CRITERION 5 
    Feedback from other business units is documented and acted upon. 

    ASSESSMENT CRITERION 6 
    Service level agreements are in place and operating effectively. 

    SPECIFIC OUTCOME 5 
    Measure and report on the effectiveness of the application of the joint strategies by the business unit. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The effectiveness of the joint strategy application is measured in terms of pre-determined indicators of success. 

    ASSESSMENT CRITERION 2 
    The impact of the activities of the learner's business unit on other business units within the motor retail business, suppliers and sub-contractors is determined, and vice-versa. 

    ASSESSMENT CRITERION 3 
    The impact of marketing and promotional activities are documented and reported appropriately. 

    SPECIFIC OUTCOME 6 
    Discuss and explain issues related to the impact of business unit decisions on other business units in a motor retail business, suppliers and sub-contractors. 
    OUTCOME RANGE 
    Issues, key concepts and principles include:
  • The nature of the business relationships between the various business units (including suppliers, partners, outsourced companies), in terms of:
    > Activities, areas of responsibility and decision making powers.
    > Impact of changes in one business unit on other business units.
  • The benefits and potential difficulties of:
    > A joint strategy.
    > Using outsourced services. 

  • ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Discussions of issues demonstrate an understanding of the key concepts and principles related to the impact of business unit decisions on other business units, suppliers and sub-contractors and an understanding of how these relate to application in practice. 

    ASSESSMENT CRITERION 2 
    Concepts and issues are illustrated by making use of examples experienced in the motor retail business or business unit. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
    Assessment will be governed by the policies and guidelines of a relevant Education and Training Quality Assurance body (ETQA), which has jurisdiction over this field of learning. The policies and procedures of the relevant ETQA will also determine:
  • How the assessment is moderated.
  • How a learner can appeal against the outcome of the assessment.
    Any institution or company which offers learning to achieve the purpose of this unit standard must be accredited as a provider through the relevant ETQA.

    The integrated assessment should be based on a summative assessment guide. The guide will specify how the assessor will assess different aspects of the performance and will include:
  • Evaluating evidence in a portfolio of evidence, particularly projects which integrate various aspects of the unit standard and which demonstrate the integration of the knowledge, skills and values, and the development of the critical outcomes.
  • Observing and listening to the learner at work, both in primary activities as well as in other interactions, or in relevant simulations.
  • Asking questions and initiating short discussions to test understanding and to verify other evidence.
  • Looking at records and reports.
  • Formative assessment.

    Assessment of competence for this unit standard is based on experience acquired by the learner in the workplace, within the particular motor retail context. The assessment process should cover the explicit tasks required for the unit standard as well as the understanding of the concepts and principles that underpin the management process.

    The assessment process should also establish how the learning process has advanced the Critical Cross-field Outcomes.

    The learner may choose in which language he/she wants to be assessed. This should be established as part of a process of preparing the learner for assessment and familiarising the learner with the approach being taken.

    Assessors should also evaluate evidence that the learner has been performing consistently over a period of time.

    The assessment for this unit standard can be done in conjunction with the assessment of other unit standards related to a qualification, and in conjunction with the assessment for the qualification as a whole. 

  • UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    Names and functions of:
  • Various departments, suppliers, sub-contractors.

    Purpose of:
  • Joint strategies.
  • Promotional activities.

    Attributes, descriptions, characteristics and properties:
  • Various departments, suppliers, partners, sub-contractors.
  • Factors for successful implementation of joint strategies.
  • Good communication and relationships.

    Processes and events:
  • Developing, implementing, evaluating plans.
  • Measuring effectiveness of joint strategies.
  • Documenting and reporting.

    Causes and effects, implications of:
  • Not resolving conflicts.
  • Poor communication and relationships.
  • Not taking into account the effect of business unit decisions on other business units, suppliers, partners and sub-contractors.

    Procedures and techniques:
  • Conflict resolution.
  • Measuring effectiveness of joint strategies.
  • Evaluating implementation of plans.
  • Reporting.

    Sensory cues:
  • Related to communication (e.g. body language, tone of voice).

    Regulations, legislation, agreements, policies, standards:
  • Related to promotions and merchandising.
  • Company policies and procedures related to joint strategies.
  • Service level agreements.

    Theory: rules, principles, laws:
  • Related to communication and co-operative action.

    Categories:
  • Promotional activities and materials.

    Relationships, systems:
  • Related to the inter-dependence of business units, suppliers, partners and sub-contractors. 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems
  • Identify problems in plans and take corrective action.
  • Identify and resolve problems related to inter-business unit relations. 

  • UNIT STANDARD CCFO WORKING 
    Work effectively with others
  • Contribute to the development of joint strategies.
  • Interact with others in activities related to joint strategies.
  • Contribute to the resolution of conflict. 

  • UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities
  • Organise own activities to implement, monitor and evaluate joint strategies within own business unit. 

  • UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information
  • Measure the effectiveness of the application of joint strategies by own business unit. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively
  • Maintain effective communication with other business units, suppliers and sub-contractors.
  • Report on the effectiveness of the application of joint strategies by the business unit. 

  • UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically
  • Effectively use technology to measure effectiveness of plans and strategies.
  • Effectively use technology related to documentation and reporting. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems
  • Describe and explain the interdependence of business units and the potential for own business unit's decisions to impact on other business units in the motor retail business. 

  • UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. 

    UNIT STANDARD NOTES 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Elective  59201   National Certificate: Generic Management  Level 5  Level TBA: Pre-2009 was L5  Reregistered  2023-06-30  As per Learning Programmes recorded against this Qual 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Equal Career Services (Pty) Ltd (CENTURION) (TP) 
    2. Ronald Sewell & Associates SA (Pty) Ltd T/A Sewells (BRYANSTON) (TP) 



    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.