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 the motor retail business to deliver brand promise 
SAQA US ID UNIT STANDARD TITLE
243353  Develop the motor retail business to deliver brand promise 
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  16 
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 to meet customer expectations of the brand by:
  • Developing performance criteria for staff, departments and partners.
  • Reviewing policies, plans and activities and identifying gaps in delivery.
  • Implementing improvements in delivery.
  • Monitoring customer experiences, evaluating the impact of the brand policy and adjusting the process to create consistently positive customer experiences.

    It also reflects the understanding of:
  • Customer perceptions and expectations.
  • Principles of human resource management.

    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 
  • This unit standard does not include the technical aspects of brand building, which are 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 
    Analyse brand promise requirements and develop performance criteria for staff, business units and strategic partners. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    All elements of the brand promise are identified and their specific qualities defined. 

    ASSESSMENT CRITERION 2 
    Business performance criteria are determined for all identified elements of the brand promise. 

    ASSESSMENT CRITERION 3 
    Staff and services performance criteria are developed for measuring the achievement of business performance criteria. 

    ASSESSMENT CRITERION 4 
    Appropriate tools are used to analyse brand promise. 

    SPECIFIC OUTCOME 2 
    Review policies, plans and activities against brand performance criteria and identify gaps in delivery. 
    OUTCOME RANGE 
    Activities include all aspects of the business including marketing strategy and activities, sales and service, management style and systems, external activities eg social responsibility, interactions with strategic partners, sub-contractors, institutions, customers, personnel, etc. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate tools and techniques are used to assess policies, plans and activities in terms of set criteria for measuring performance. 
    ASSESSMENT CRITERION RANGE 
    Policies include all business related policies including financial, business governance and operations, human resources, quality, customer service, security, information, financial advice, disaster recovery, industrial relations, employment equity, etc.
     

    ASSESSMENT CRITERION 2 
    Weaknesses and gaps in the linkages between brand, marketing, management styles, sales and service and other dimensions are identified. 

    ASSESSMENT CRITERION 3 
    Weaknesses and gaps in delivery are identified and clearly defined. 

    SPECIFIC OUTCOME 3 
    Develop action plans to deliver brand promise, monitor implementation and evaluate results. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The action plans identify objectives, resources, priorities, allocation of responsibilities, time lines, success indicators and means of evaluating the success indicators. 

    ASSESSMENT CRITERION 2 
    Personnel involved in the implementation are briefed, prepared and resourced. 
    ASSESSMENT CRITERION RANGE 
    Resources includes costing, human resources, technical resources, materials, etc.
     

    ASSESSMENT CRITERION 3 
    Actions are implemented according to plan. 

    ASSESSMENT CRITERION 4 
    Implementation is monitored in terms of predetermined success indicators, deviations are identified and their impact is assessed. 

    ASSESSMENT CRITERION 5 
    Adjustments are made as required to plans and the implementation process to ensure brand promise is met. 

    SPECIFIC OUTCOME 4 
    Monitor customer experiences and ensure consistent delivery of brand promise. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate methods are used to monitor and evaluate all aspects of customer interaction with the motor retail business. 

    ASSESSMENT CRITERION 2 
    Areas where customers' expectations are not met are identified and appropriate corrective action is taken. 

    ASSESSMENT CRITERION 3 
    Employees' role in ensuring consistent delivery of brand promise is actively recognised and supported. 

    ASSESSMENT CRITERION 4 
    Existing and additional resources are used to achieve brand promise requirements. 

    ASSESSMENT CRITERION 5 
    Feedback mechanisms are developed, implemented and monitored. 

    SPECIFIC OUTCOME 5 
    Identify critical success factors to determine brand strength and value. 
    OUTCOME RANGE 
  • Critical success factors include customer aspects of relationship with customer, image, unique or differentiated product or service, name recognition, quality perceptions, ability to command price premium, financial value of brand, market share, presence, etc.
  • Critical success factors are appropriate to the brand strategy and the markets. 

  • ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Choice of critical success factors is based on research into best practice. 
    ASSESSMENT CRITERION NOTES 
    Top-down commitment and allocation of resources support the delivery of the brand promise. 

    ASSESSMENT CRITERION 2 
    Critical success factors tie in with the requirements of the principal's brand. 

    ASSESSMENT CRITERION 3 
    Brand promise is operationalised at all levels of the business, in all activities and across all linkages. 

    SPECIFIC OUTCOME 6 
    Evaluate the impact of the brand policy and adjust processes to ensure brand promise is met. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate tools are selected or developed to evaluate the impact of policies, initiatives or activities. 

    ASSESSMENT CRITERION 2 
    Customer relationship with brand is assessed. 

    ASSESSMENT CRITERION 3 
    Recognition, rewards and incentives are tied to brand success. 

    ASSESSMENT CRITERION 4 
    Adjustments are implemented and monitored and their impact on the business is re-evaluated. 


    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 
    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).
  • Resources.
  • Critical success factors.

    Purpose of:
  • Identifying strengths, weaknesses, opportunities and threats.
  • Carrying out additional marketing research.

    Attributes, descriptions, characteristics and properties:
  • Best practice in brand management.
  • Resources.
  • Customer perceptions, positions and behaviour.
  • Strengths, weaknesses, opportunities and threats.

    Processes and events:
  • Evaluating and analysing customer perceptions, positions and behaviour.
  • Planning and implementing improvements.
  • Auditing of strengths, weaknesses, opportunities and threats.

    Causes and effects, implications of:
  • Implications of customer perceptions, positions and behaviour.
  • Incorrect analysis of data.
  • Incomplete data.

    Procedures and techniques:
  • Identifying gaps in delivery.
  • Developing, implementing, monitoring and evaluating plans.
  • Identifying and implementing corrective actions.

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

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

    Theory: rules, principles, laws:
  • Theories of planning.
  • Methodologies for delivering.

    Relationships, systems:
  • Relationship between accuracy in identifying gaps in delivery, implementing corrective action and meeting customer expectations. 

  • 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 meeting brand promise, identify root causes and determine and implement corrective actions. 

  • UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Interact with others to operationalise brand promise at all levels of the business, in all activities and across all linkages.
  • Support employees in ensuring consistent delivery of brand promise. 

  • UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Plan, implement, monitor, evaluate and adjust activities and programmes to ensure consistent delivery of brand promise. 

  • UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Use appropriate methods to monitor and evaluate all aspects of customer interaction with the motor retail business and identify areas where customer expectations are not met. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Brief personnel on their roles and responsibilities in improving delivery of brand promise. 

  • UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use appropriate technology to measure delivery of brand promise. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Explain the business importance of ensuring that all aspects of the customer experience are consistent wit h the brand promise. 

  • 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.