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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD THAT HAS PASSED THE END DATE: 

Manage and improve motor retail business operations to optimise profit performance 
SAQA US ID UNIT STANDARD TITLE
243355  Manage and improve motor retail business operations to optimise profit performance 
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  12 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Passed the End Date -
Status was "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 manage and improve business operations of a motor retail business and optimise profit performance by:
  • Assessing changes in business conditions and developing coping strategies.
  • Developing and implementing action plans to optimise profit performance.
  • Monitoring activities, evaluating the impact of initiatives/strategies, identifying process issues and taking corrective action.

    It also reflects the understanding of:
  • Principles of management. (operational, financial)
  • Relevant management tools and techniques.
  • Issues and concepts relevant to the motor retail business and the economy in general.

    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. The outcomes of this unit standard also integrate the outcomes, knowledge and values of the other unit standards related to this qualification. 
    		•

    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 
    The focus of this unit standard is the day to day management of operations and finances.

    "Optimise profit performance" in this unit standard includes sustainability. Improvements refer to improvement in any aspect of the business processes, including improved response times, reduced number of steps or errors, integrating across different systems, increasing efficiency, improving management of cash and resources, improving return on assets and on investment, improvements through physical location and building design, improving customer satisfaction, etc.

    The optimisation also includes improvements based on synergies between advertising, marketing, sales, after-sales, cross-selling, service, additional services, accessorising, finance and insurance, repairs and maintenance, etc.

    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 
    Manage all business operations, monitor the effectiveness of management and staff and make necessary changes as required. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Operational targets are met or exceeded. 

    ASSESSMENT CRITERION 2 
    Financial targets are met or exceeded. 

    ASSESSMENT CRITERION 3 
    Operational and financial indicators meet or exceed industry benchmarks. 

    ASSESSMENT CRITERION 4 
    Cash flow is monitored and cash flow issues are managed effectively. 

    ASSESSMENT CRITERION 5 
    Issues of management and staff effectiveness are identified and addressed appropriately. 

    ASSESSMENT CRITERION 6 
    Business process breakdowns and inefficiencies are identified and analysed. 

    SPECIFIC OUTCOME 2 
    Assess current business conditions, identify new trends and contribute to the development of appropriate strategies to address the new trends. 
    OUTCOME RANGE 
    Current business conditions include all those internal and external factors which could impact on profit performance, e.g. petrol price increases, changes in interest rates, personnel and competition, changes in legislation and policies, political changes, new models, etc.

    Contribute means formulate proposals and obtain approval from relevant stakeholders. These stakeholders may also be external to the business such as financial institutions and automobile manufacturers. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Relevant information is sourced and evaluated. 
    ASSESSMENT CRITERION RANGE 
    Sourcing includes networking and keeping up to date with general and specialist media.
     

    ASSESSMENT CRITERION 2 
    Appropriate tools and techniques are used to identify trends. 
    ASSESSMENT CRITERION RANGE 
    Tools could be prescribed by the manufacturer or franchisor.
     

    ASSESSMENT CRITERION 3 
    Strategic options are identified and assessed in terms of appropriate criteria and appropriate options are selected and proposed. 
    ASSESSMENT CRITERION RANGE 
    Proposals includes risk and financial analysis, quantification of benefits.
     

    ASSESSMENT CRITERION 4 
    Proposals are presented to, and discussed with, the relevant stakeholders. 
    ASSESSMENT CRITERION RANGE 
    Discussion demonstrates an understanding of issues, concepts and principles relevant to the motor retail business, the overall motor retail market and the economy in general.
     

    SPECIFIC OUTCOME 3 
    Develop an action plan, justify costs and source funding. 
    OUTCOME RANGE 
    Evidence of 2 to 3 different action plans would be required, each relating to different aspects of the business. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Objectives are identified and defined and success indicators and means of evaluating the success indicators determined. 

    ASSESSMENT CRITERION 2 
    Constraints are identified and their impact determined. 

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

    ASSESSMENT CRITERION 4 
    Priorities, responsibilities, timeframes and budgets are clearly defined. 

    ASSESSMENT CRITERION 5 
    Action plans focus on the growth of individual business units as well as the motor retail business overall. 
    ASSESSMENT CRITERION RANGE 
    Business units refer to branches of, or departments in, a larger motor retail business.
     

    ASSESSMENT CRITERION 6 
    The concepts and principles which underpin the development of action plans for a motor retail business are discussed, explained and related to the particular plans developed. 

    ASSESSMENT CRITERION 7 
    Agreement is obtained from primary stakeholders. 

    SPECIFIC OUTCOME 4 
    Prepare the team, procure the resources and set up the structures to integrate the new initiative into the day-to-day activities of the motor retail business. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Responsibility for aspects of the implementation process are allocated to team members. 

    ASSESSMENT CRITERION 2 
    Personnel involved in implementation are briefed and prepared. 
    ASSESSMENT CRITERION RANGE 
    Personnel includes external sources of expertise if relevant.
     

    ASSESSMENT CRITERION 3 
    Resources required for implementation are obtained and prepared. 

    ASSESSMENT CRITERION 4 
    Appropriate structures are put in place to facilitate the implementation and integration of the new initiative. 

    SPECIFIC OUTCOME 5 
    Implement the action plan, monitor progress, resolve issues and adjust the process where required. 
    OUTCOME RANGE 
    Adjust the process includes ensuring that the day-to-day activities do not suffer as a result of new initiatives. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Actions are taken in accordance with plans. 

    ASSESSMENT CRITERION 2 
    Implementation is monitored in terms of the timelines, the responsibilities and the milestones. 

    ASSESSMENT CRITERION 3 
    Deviations from plan are identified and their impact assessed. 

    ASSESSMENT CRITERION 4 
    Adjustments are made as required to action plans and the implementation process to achieve required result. 

    SPECIFIC OUTCOME 6 
    Evaluate the impact of the intervention, identify process issues and take corrective action. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Revised business processes are evaluated in terms of predetermined success indicators. 

    ASSESSMENT CRITERION 2 
    Findings are documented and reported to the relevant stakeholders. 

    ASSESSMENT CRITERION 3 
    Primary stakeholders are satisfied. 

    ASSESSMENT CRITERION 4 
    New initiative is integrated into the day-to-day activities. 


    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:
  • Business processes and process automation.
  • Information requirements.
  • Resources.
  • Planning tools, decision-making tools, problem solving tools, forecasting tools.
  • Cash cycles.

    Purpose of:
  • Business processes and business process management.
  • Setting operational and financial targets.
  • Financial controls.
  • Developing, implementing, monitoring, evaluating plans and making adjustments.

    Attributes, descriptions, characteristics and properties:
  • Action plans.
  • Operational targets.
  • Financial targets.
  • Sales forecasts.
  • Time value of money.
  • Types of business process.
  • Building design related to sales and after sales.
  • Business locations.

    Processes and events:
  • Business process modelling, management and monitoring.
  • Forecasting/Planning.
  • Organising.
  • Motivating.
  • Controlling.
  • Co-ordinating.
  • Communicating.
  • Setting objectives.
  • Planning processes.
  • Determining indicators of success.
  • Implementing, monitoring, evaluating and adjusting plans/programmes/activities.

    Causes and effects, implications of:
  • Business processes, location of dealerships, building design.
  • Implications of decisions, decision making processes, exception handling.
  • Factors which impact on decisions, business process efficiency, customer satisfaction and profit performance.
  • Implications of business process breakdowns and inefficiencies.
  • Causes of customer loss.
  • Levels of staff performance and morale.

    Procedures and techniques:
  • Analysing operational and financial data and information.
  • Business process improvement methods, e.g. Six Sigma, Total Quality Management.
  • Financial control, improving profit performance, cashflow and efficiency.
  • Improving efficiency of assets and investments.
  • Decision making techniques.
  • Forecasting methods.
  • Scenario planning.
  • Models, indicators and scorecards.

    Regulations, legislation, agreements, policies, standards:
  • The regulatory framework, industry agreements.
  • Manufacturer, importer or distributor policies and standards.
  • The business strategy for the motor retail business.
  • Changes in global markets and practices.

    Theory: rules, principles, laws:
  • Relevant business process management and improvement models and methodologies.
  • Business process engineering and re-engineering.
  • Principles of lean management.
  • Management concepts, principles, ethics.
  • Management models.
  • Factors related to business locations, building design and physical amenities.
  • Models for measuring business efficiencies.

    Categories:
  • Business processes.
  • Performance indicators.

    Relationships, systems:
  • The relationship between the quality and application of information and the resulting decisions.
  • The impact of operational decisions on profit performance. 
    		•

    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 issues and problems related to management and staff effectiveness and address these appropriately.
  • Identify and resolve issues related to the implementation of the action plan.
  • Evaluate the impact of interventions, identify process issues related to interventions and take corrective action. 
    		•

    UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Interact with others in implementing, monitoring, evaluating and adjusting action plans.
  • Interact with others to improve motor retail business operations and to optimise profit performance. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Work systematically to develop, implement, monitor, evaluate and adjust action plans. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Source and evaluate information to assess current business conditions and identify new trends. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Brief personnel on their roles and responsibilities in relation to action plans.
  • Present proposals for new initiatives to relevant stakeholders and discuss related concepts and principles.
  • Document and report findings on new initiatives to relevant stakeholders. 
    		•

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use appropriate technology to manage the operations and finances of the motor retail business. 
    		•

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Explain the impact of operational decisions on profit performance.
  • Explain the implications for the motor retail business of changes in the broader motor retail market and economy. 
    		•

    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  Passed the End Date -
    Status was "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.
     
    NONE 


    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.