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: 

Contribute to and implement a marketing strategy for the motor retail business 
SAQA US ID UNIT STANDARD TITLE
243474  Contribute to and implement a marketing strategy for the motor 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 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 contribute to and implement a marketing strategy for the motor retail business by:
  • Gathering, analysing and evaluating market and business information.
  • Contributing to the development of the marketing strategy.
  • Developing, implementing and evaluating marketing plans and programmes to implement the strategy.

    It also reflects the understanding of:
  • Principles of marketing.
  • Principles of planning.

    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 
  • Business units refer to branches of, or departments in, a larger motor retail business.
  • 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 
    Gather, analyse and evaluate market and motor retail business information. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate sources are identified and relevant data and information accessed. 
    ASSESSMENT CRITERION RANGE 
    Relevant data and information: sufficient, current, comprehensive, covering both external and internal factors.
     

    ASSESSMENT CRITERION 2 
    Gaps in the information are identified and rectified. 

    ASSESSMENT CRITERION 3 
    Data and information are analysed and evaluated and findings are extracted. 
    ASSESSMENT CRITERION RANGE 
    If relevant, this would include feeding back information for reappraising the overall business strategy.
  • Findings would include identification and appraisal of opportunities, threats, strengths and weaknesses.
     

  • ASSESSMENT CRITERION 4 
    Research findings are related to the objectives of individual business units and the motor retail business overall. 

    SPECIFIC OUTCOME 2 
    Contribute to the development of a marketing strategy for a motor retail business. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Contribution to marketing strategy is compiled and justified. 
    ASSESSMENT CRITERION RANGE 
    Contribution to marketing strategy includes the individual business units and the motor retail business as a whole.
     

    ASSESSMENT CRITERION 2 
    Contribution to marketing strategy supports the business objectives of individual business units and the motor retail business as a whole. 

    ASSESSMENT CRITERION 3 
    Objectives are determined and actual and potential markets identified. 

    ASSESSMENT CRITERION 4 
    Marketing options are identified and assessed in terms of appropriate criteria and appropriate marketing options are selected. 
    ASSESSMENT CRITERION RANGE 
    Marketing options: marketing communications, direct marketing and relationship marketing, sponsorship, event marketing, sales promotions, public relations and alternative strategies, etc.

    Appropriate criteria: suitability for the particular motor retail business, fitness for purpose, customer impact, risk, cost, potential benefit, etc.
     

    ASSESSMENT CRITERION 5 
    Appropriate criteria for measuring the success of the selected options and their impact on the overall strategy are determined. 

    ASSESSMENT CRITERION 6 
    Key issues, concepts and principles related to the development of a market strategy for a motor retail business are discussed and explained. 
    ASSESSMENT CRITERION RANGE 
    Issues, key concepts and principles include:
  • External and internal issues and their impact.
  • Importance of information and data.
  • Determining strategy objectives.
  • Selecting marketing options.
     

  • SPECIFIC OUTCOME 3 
    Develop marketing plans and programmes to implement the marketing strategy. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Objectives are identified and defined and success indicators and means of evaluating the success indicators determined. 
    ASSESSMENT CRITERION RANGE 
    Evidence of 2 to 3 different plans would be required, relating to different marketing options.
     

    ASSESSMENT CRITERION 2 
    Marketing plans support the growth of individual business units as well as the motor retail business overall. 

    ASSESSMENT CRITERION 3 
    Expertise and resources are determined and their sources identified. 

    ASSESSMENT CRITERION 4 
    Risks and constraints are identified and their impact determined. 

    ASSESSMENT CRITERION 5 
    Priorities, responsibilities, timeframes and budgets are clearly defined. 

    ASSESSMENT CRITERION 6 
    Concepts and principles which underpin the development of marketing plans for a motor retail business are discussed and explained. 

    SPECIFIC OUTCOME 4 
    Implement marketing plans and monitor marketing activities. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Personnel involved in implementation are briefed and prepared. 
    ASSESSMENT CRITERION RANGE 
    Personnel: includes external sources of expertise if relevant.
     

    ASSESSMENT CRITERION 2 
    Resources required for implementation are obtained and prepared. 

    ASSESSMENT CRITERION 3 
    Actions are taken in accordance with plans. 

    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 the implementation processes, plans and marketing activities in response to deviations or unexpected factors. 

    SPECIFIC OUTCOME 5 
    Evaluate and adjust marketing programmes and activities. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Marketing programmes and activities are evaluated in terms of predetermined success indicators for the various marketing options. 

    ASSESSMENT CRITERION 2 
    Anomalies are identified and their impact assessed. 

    ASSESSMENT CRITERION 3 
    Adjustments are made as required to marketing programmes and activities. 

    ASSESSMENT CRITERION 4 
    Relevant personnel are fully informed of changes and reporting requirements are met. 

    ASSESSMENT CRITERION 5 
    The impact of the marketing programmes and activities on the overall marketing strategy is assessed and changes are formulated and justified in terms of marketing principles. 


    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:
  • Resources to support marketing activities.
  • Components of marketing plans.
  • Components of marketing strategy.

    Purpose of:
  • Marketing and promotion.
  • Developing a marketing strategy.
  • Formulating measurable objectives.
  • Identifying strengths, weaknesses, threats and opportunities.
  • Integrated planning.

    Attributes, descriptions, characteristics and properties:
  • Target markets.
  • Individual business units within the motor retail business.
  • The overall motor retail business.
  • Marketing strategy and marketing plans.
  • Marketing options.
  • Criteria for evaluating options.
  • Methods of marketing and promoting.
  • Clearly defined objectives.
  • Market share.
  • Profitability.
  • Marketing mix.
  • Competitive advantage.
  • Factors affecting growth and stability.
  • Product life cycles.
  • Marketing communications.
  • Customer buying behaviour.

    Processes and events:
  • Researching market and business issues.
  • Developing a marketing strategy.
  • Planning processes.
  • Implementing, monitoring, evaluating and adjusting plans/programmes/activities.
  • Selecting target markets.
  • Selecting marketing options.
  • Identifying and analysing strengths and weaknesses, opportunities and threats.

    Causes and effects, implications of:
  • Implications of marketing options.
  • Customer buying behaviour.
  • The external business/economic environment.
  • Competitors.
  • Pricing.
  • Risks.

    Procedures and techniques:
  • For analysing data and information.
  • For conducting a market analysis.
  • For planning.
  • For analysing cost benefit.
  • For formulating objectives.
  • For identifying strengths, weaknesses, threats and opportunities.
  • Developing a marketing strategy.
  • Implementing, monitoring, evaluating and adjusting plans/activities.
  • For developing competitive advantage.

    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:
  • Principles of marketing.

    Relationships, systems:
  • The relationship between marketing objectives and the overall business objectives.
  • The impact of the marketing programmes and activities on the overall marketing strategy. 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Monitor the implementation of marketing plans, identify and assess the impact of deviations and make appropriate adjustments. 

  • UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Interact with others in implementing marketing plans and monitoring, evaluating and adjusting marketing activities. 

  • UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Work systematically to develop, implement, monitor and evaluate marketing programmes and activities to implement the marketing strategy.
  • Work systematically to evaluate marketing options in terms of predetermined success indicators and to take corrective action, if required. 

  • UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Gather, analyse and evaluate market and motor retail business data and information and extract findings for use in developing marketing strategy. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Brief personnel about plans and inform them about changes.
  • Meet all reporting requirements. 

  • UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use appropriate technology to develop, implement, monitor and evaluate the marketing activities.
  • Use appropriate technology to evaluate the impact of marketing activities on the marketing strategy. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Explain the relationship between marketing objectives and the overall business objectives.
  • Determine the impact of the marketing programmes and activities on the overall marketing strategy. 

  • 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. Mercedes Benz South Africa (Pty) Ltd (CENTURION) (TP) 
    3. 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.