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: 

Develop a motor retail business brand 
SAQA US ID UNIT STANDARD TITLE
243352  Develop a motor retail business brand 
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 6  Level TBA: Pre-2009 was L6  14 
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 
This unit standard reflects the skills required to develop the motor retail business brand by:
  • Directing the detailed activities required to develop the brand promise.
  • Making informed decisions related to developing the motor retail business brand.
  • Evaluating the overall effectiveness of the brand action.

    It also reflects the understanding of:
  • The underpinning principles required to make informed decisions related to developing the brand.

    This unit standard would be assessed in any motor retail business which includes a combination of several of the following:
  • New vehicle sales.
  • Used vehicle sales.
  • Vehicle finance and insurance.
  • Vehicle servicing and repairs.
  • Parts and accessories.
  • Body repairs.
  • Leasing.
  • Rental.
  • Retail finance and administration.
  • Specialised services such as:
    > Automotive engineering and engine rebuilding.
    > Customising and tuning.
    > Wheels, tyres and shock absorbers.
    > Auto-electrical diagnostics and repairs.
    > Fleet management.
    > Vehicle security, environmental and entertainment systems.

    The skill, the knowledge and the values reflected in this unit standard form part of the exit level outcomes required for the National Diploma in Business Management (Motor Retail): NQF Level 6. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    The credits for this qualification are based on the assumption that the learner either has a formal qualification and some experience of the motor retail business or has extensive experience within the motor retail business. If a learner does not have such experience or qualifications, the learning time will be increased.

    Learners are assumed to have management, administrative, human resource, financial, operational, organisational, marketing, sales, problem solving, situational analysis, relationship, decision making and planning skills at NQF Level 5 in the context of the motor retail industry. Such skills may be acquired through the National Diploma in Business Management (Motor Retail): NQF Level 5. The allocation of credits is also based on the assumption that the learner will be working towards this qualification as part of a learning programme which integrates the unit standards. 

    UNIT STANDARD RANGE 
  • Branding in a motor retail business consists mainly of two tiers: the manufacturer's/importer's/distributor's brand and the motor retail brand. This unit standard focuses on building the motor retail brand. The credits for the unit standard are based on the assumption that the learner will identify and make use of competent resources such as internal or external consultants or agencies to perform the detailed work. The learner must, however, demonstrate an ability to direct the detailed activities and make informed decisions.
  • This unit standard focuses on the technical aspects of brand building. Delivery of brand promise is dealt with in a companion unit standard.
  • Further information on the scope and level of this unit standard is indicated by range statements related to the specific outcomes. 

  • Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Select, brief and agree terms of reference with an appropriate service provider to provide technical assistance. 
    OUTCOME RANGE 
  • Appropriate service provider includes internal resources or external providers.
  • Technical assistance includes research, analysis, generation of options, evaluation of new initiatives, specifics of the brand, etc. 

  • ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The selected service provider has the necessary skill, expertise and resources to perform the work. 

    ASSESSMENT CRITERION 2 
    Key issues related to establishing the brand identity are explained and justified in terms of branding principles and how they can be applied in this particular business. 

    ASSESSMENT CRITERION 3 
    The briefing and terms of reference are clear and comprehensive. 

    SPECIFIC OUTCOME 2 
    Audit the strengths, weaknesses and development potential of the brand. 
    OUTCOME RANGE 
    Audit also includes market and brand situation analysis; reviewing contemporary issues faced by brand managers; identifying key features and benefits of the brand; current perceptions of the brand, the root causes behind those perceptions and the internal and external influences impacting on the brand definition. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate tools and techniques to measure brand effectiveness are selected and used. 

    ASSESSMENT CRITERION 2 
    Results are analysed to identify and clarify relevant issues. 

    ASSESSMENT CRITERION 3 
    Interpretation and explanation of the audit findings demonstrates an understanding of the key issues related to brand development and the needs of the particular business. 

    ASSESSMENT CRITERION 4 
    The key characteristics and qualities of the brand are defined. 

    SPECIFIC OUTCOME 3 
    Analyse the target markets and current business processes and identify sources of competitive advantage. 
    OUTCOME RANGE 
    Sources of competitive advantage include introducing new technology, enhancing customer delight, ensuring that the practical details support the brand promise, etc. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Market trends are identified and their implications for the brand are determined. 

    ASSESSMENT CRITERION 2 
    Current market perceptions of the brand and the root causes behind those perceptions are determined. 

    ASSESSMENT CRITERION 3 
    Internal factors and business processes which may influence the definition of the brand are identified and their impact determined. 

    ASSESSMENT CRITERION 4 
    Options for improving competitive advantage and to support the brand promise are identified. 

    ASSESSMENT CRITERION 5 
    A range of factors are considered in determining brand positioning. 
    ASSESSMENT CRITERION RANGE 
    Factors include strategic issues, bottom line demands, the competitive landscape, cultural and political issues, the state of the economy and the vehicle market in general, etc.
     

    SPECIFIC OUTCOME 4 
    Develop and implement a strategy for adding value to the brand. 
    OUTCOME RANGE 
    Strategies include growth strategies, marketing mix, unique selling or value proposition, brand stretch, brand mix, brand vision or mission statement, core identity concepts, brand promise, brand story, etc. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Brand platform is clearly and simply set out. 
    ASSESSMENT CRITERION RANGE 
    Brand platform includes standards, guidelines, parameters.
     

    ASSESSMENT CRITERION 2 
    The value adding elements of the brand platform support business objectives. 

    ASSESSMENT CRITERION 3 
    Action plans to implement the value adding strategy are formulated, resourced, implemented and monitored. 
    ASSESSMENT CRITERION RANGE 
    Actions plans include establishing marketing mix priorities in accordance with customer priorities, reviewing/developing brand logotypes, by-lines, (taglines, straps, slogans) trademarks, design registration, promotional tools, communication technologies, aligning business processes and human resources with the brand promise; assessing advertising, public relations, direct marketing, promotions, point of sale materials, sponsorship, viral marketing, world-wide web, newsletter and other brand awareness tools and techniques, etc.
     

    ASSESSMENT CRITERION 4 
    Brand initiatives are evaluated and appropriate adjustments are made. 

    ASSESSMENT CRITERION 5 
    Possible alternative value adding strategies are discussed and reasons for selecting the chosen strategy are explained. 

    SPECIFIC OUTCOME 5 
    Develop brand promotion and brand support tools. 
    OUTCOME RANGE 
    Brand support tools include catalogues, product brochures, websites, newsletters, case studies, comparative figures, banners, advertising, promotional items, etc. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Tools establish and define the brand and focus on brand value and building brand platform. 
    ASSESSMENT CRITERION NOTES 
    The key criterion is not the volume or the glitz of the tools but the added value to the brand platform. 
    ASSESSMENT CRITERION RANGE 
    Tools include vision, company profile, logo, communication layout, advertising guidelines, websites, sponsorship, community initiatives, billboards, promotions, etc.
     

    ASSESSMENT CRITERION 2 
    Criteria are set for choosing and determining the effectiveness of promotional and support tools. 

    ASSESSMENT CRITERION 3 
    Brand support tools suit the target audience and product and deliver a consistent, relevant message. 

    ASSESSMENT CRITERION 4 
    Support tools are used in appropriate activities. 
    ASSESSMENT CRITERION RANGE 
    Activities include advertising, press activity, direct marketing, contact with employees, word of mouth, PR, direct marketing, promotions, customer reception and treatment, sponsorship, viral marketing, sponsorship, community and social responsibility programmes and other activities involving the motor retail business, etc.
     

    SPECIFIC OUTCOME 6 
    Evaluate the overall effectiveness of the brand action and review the strategy. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Brand action is evaluated in terms of predetermined success indicators. 

    ASSESSMENT CRITERION 2 
    Anomalies are identified and their impact assessed. 

    ASSESSMENT CRITERION 3 
    Adjustments are made as required to brand action. 

    ASSESSMENT CRITERION 4 
    The impact of the brand strategy on the overall business strategy is assessed, and recommendations for improvements are formulated, justified and implemented. 


    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 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 
    The following items reflect the broad range and types of knowledge that the assessor will evaluate. However, care should be taken that these items listed are used as a guide and are not seen as being prescriptive. This is especially true if examples are given. Knowledge in this field evolves quickly. Alternative approaches and models are equally acceptable:

    Names and functions of:
  • Components of the brand.
  • Factors influencing brand value.
  • Brand positioning (of motor retail brand and of manufacturer's/distributors/importer's brand).
  • Brand-building tools and activities.
  • Brand support tools.

    Purpose of:
  • Building a brand.
  • Positioning the brand.
  • Adding value to the brand.

    Attributes, descriptions, characteristics and properties:
  • Research and analysis processes.
  • Best practice in brand management.
  • Components of the brand.
  • Factors influencing brand value.
  • Factors which influence perceptions of the brand.
  • Brand benefits.
  • Brand-building tools.

    Processes and events:
  • Building a brand.
  • Positioning the brand.
  • Adding value to the brand.

    Causes and effects, implications of:
  • Factors which influence branding and their effects.
  • Factors which influence perceptions of the brand and their effects.
  • How perceptions can be influenced.

    Procedures and techniques:
  • Brand planning process.
  • Market and brand situation analysis.
  • Role of marketing communications.
  • Planning and evaluating performance of the brand.
  • Developing, implementing and evaluating action plans.
  • Positioning a brand.
  • Adding value to the brand.
  • Influencing perceptions.

    Sensory cues:
  • Related to the marketing environment.
  • Related to the company culture.

    Regulations, legislation, agreements, policies, standards:
  • The regulatory framework.
  • Company policies and procedures.

    Theory: rules, principles, laws:
  • Theories of branding.
  • Principles of marketing.

    Relationships, systems:
  • Relationship between motor retail brand and manufacturer's/distributor's/importer's brand.
  • Relative positioning of motor retail brand and manufacturer's/distributors/importer's brand. 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Evaluate the overall effectiveness of brand building activities, identify anomalies and take corrective action. 

  • UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Interact with others to build the motor retail business brand. 

  • UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Work systematically to formulate, implement and monitor action plans to implement the value adding strategy. 

  • UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Related to auditing the strengths, weaknesses and development potential of the brand. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • When briefing an appropriate service provider. 

  • UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use appropriate technology to audit, build and evaluate brand effectiveness, and to report results. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Explain the inter-relationships between the various factors which impact on brand building and brand effectiveness. 

  • 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.