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 THAT HAS PASSED THE END DATE: 

Demonstrate an understanding of the principles of marketing 
SAQA US ID UNIT STANDARD TITLE
336699  Demonstrate an understanding of the principles of marketing 
ORIGINATOR
SGB Procurement, Logistics and Supply Chain Mngt 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Procurement 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 5  Level TBA: Pre-2009 was L5  5 
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 will enable learners to demonstrate an understanding of the principles of marketing. People credited with this Unit Standard will be able to describe what marketing is and how strategic marketing impacts on the various processes within the supply chain. They will also be able to interpret marketing plans for the purposes of developing strategies, plans and objectives for the various components and processes within the supply chain. Learners will demonstrate a clear understanding of the process followed to develop a marketing plan and will be able to interpret the various elements of a good marketing plan.

A learner credited with this unit standard will be able to:
  • Analyse and discuss the main principles of marketing.
  • Determine the relationship between the strategic analysis process and the development of a marketing strategy and plan.
  • Evaluate various market strategies that must be developed in reaction to the dynamic environment in which the organisation operates.
  • Analyse a marketing plan. 
    		•

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

    UNIT STANDARD RANGE 
    The applied competence expressed in this standard covers the knowledge and understanding of:
  • What marketing is and how the work done by the marketing function impacts on the rest of the organisation.
  • The details regarding the strategic analysis required to develop an effective marketing plan.
  • The basics of various marketing strategies and how these strategies impacts on the plans and objectives of the other processes within the supply chain.
  • How to interpret a marketing strategy and extract the information required for strategic planning for each of the organisational components.

    The range includes skills that require learners to interpret information outside their immediate field of expertise and use this information for strategic planning in their own areas of functioning. 
    		•

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Analyse the main principles of marketing. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The concept of marketing is discussed to reflect the roles of the various stakeholders in the supply chain and in the development of a marketing strategy and plan. 

    ASSESSMENT CRITERION 2 
    The elements of a good marketing plan are identified and assessed to determine their alignment to the supply chain environment. 

    ASSESSMENT CRITERION 3 
    A marketing plan is discussed and interpreted in terms of its importance for the development of strategies and objectives for the various processes within the supply chain. 

    ASSESSMENT CRITERION 4 
    The marketing function is evaluated in terms of its relationship with the various supply chain processes. 

    ASSESSMENT CRITERION 5 
    The overall marketing process is critically analysed to reflect how it culminates into a marketing strategy and plan for the organisation. 

    ASSESSMENT CRITERION 6 
    The marketing plan is assessed against a specific a set of criteria to ensure that it addresses the business requirements. 

    SPECIFIC OUTCOME 2 
    Determine the relationship between the strategic analysis process and the development of a marketing strategy and plan. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Tools and techniques are evaluated to determine their uses in the strategic analysis process. 

    ASSESSMENT CRITERION 2 
    The concept of macro environmental analysis is explored to indicate methods used for the analysis. 

    ASSESSMENT CRITERION 3 
    Processes used to conduct a market/industry analysis are determined for specific marketing purposes. 

    ASSESSMENT CRITERION 4 
    Customer management and customer management philosophies are analysed to reflect their impact on marketing plans and strategies. 

    ASSESSMENT CRITERION 5 
    Basic processes and techniques of competitor analysis are assessed to indicate their effect on the development of a marketing strategy. 

    ASSESSMENT CRITERION 6 
    Aspects of internal analysis are examined for their uses in developing a marketing strategy. 
    ASSESSMENT CRITERION RANGE 
    Aspects include but are not limited to importance of the analysis, basic processes.
     

    SPECIFIC OUTCOME 3 
    Evaluate various market strategies that must be developed in reaction to the dynamic environment in which the organisation operates. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The concept of competitive advantage is assessed to determine the kind of strategies to be followed that would create sustainable competitive advantage. 

    ASSESSMENT CRITERION 2 
    The relationship between strategies and product life cycles is evaluated to create awareness of the inter-relatedness of the two concepts. 

    ASSESSMENT CRITERION 3 
    Strategies for building relationships with key stakeholders are identified and evaluated to reflect their importance to the development of a marketing plan. 

    ASSESSMENT CRITERION 4 
    Global marketing strategies are interrogated to reflect their uses in the development of a marketing plan. 

    SPECIFIC OUTCOME 4 
    Analyse a marketing plan. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    A marketing plan is analysed to determine how the marketing strategies impact on the objectives of procurement, operations and distribution processes within organisations. 

    ASSESSMENT CRITERION 2 
    The concept of strategic marketing value mix variables are examined to reflect how these are incorporated in the marketing strategy. 

    ASSESSMENT CRITERION 3 
    A range of marketing plans are analysed to determine their relevance to a range of organisations and conditions. 

    ASSESSMENT CRITERION 4 
    The relevance to the core processes in the supply chain of the various marketing strategies and plans are indicated through an analysis of the strategies and plans. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
  • Any institution offering learning that will enable achievement of this Unit Standard must be accredited by the relevant ETQA.
  • Moderation of assessment will be overseen by the relevant ETQA at its discretion.
  • Moderation should encompass achievement of competence described in both individual Unit Standards as well as the integrated competence described in the Qualification. 
    		•

    UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
  • What marketing is.
  • The evolution of marketing over the years.
  • The role that marketing plays in the success of organisations.
  • The need to interpret the marketing plans.
  • The need for constructive inputs into the marketing plans by all relevant supply chain stakeholders.
  • Understanding of the impact of the macro environmental aspects on an organisation.
  • Understanding of how to analyse the various components of the macro environment.
  • Understanding of how to analyse the input and effect of the macro environmental components on the market strategy.
  • Understanding the importance and role of forecasting environmental trends.
  • Understanding the stages in the strategic environmental issue management process.
  • Understanding the steps that may be followed to do an analysis of the market/industry for the purpose of developing a marketing plan.
  • Understanding of the elements of an industry analysis.
  • What the various dimensions is that are included in a market analysis.
  • Understanding of the various portfolio models.
  • Understanding what constitutes value for a customer.
  • Understanding how customer needs and expectations are determined.
  • Understanding the interrelationships between customer needs, marketing research, listening posts and technology in customer knowledge management.
  • Understanding how to analyse the value proportion and show how customer value is created.
  • Understanding the scope of customer satisfaction perceptions.
  • Understanding how to integrate customer decision making factors into marketing strategy formation.
  • Understanding the concepts of customer retention and how these are integrated into a marketing strategy.
  • Understanding the benefits of relationship marketing.
  • Understanding the most important drivers of a customer driven organisation.
  • Understanding why it is important to do a competitor analysis.
  • Understanding how to analyse the competitive structure of an industry/sector and how this will influence competition within the industry/sector.
  • Understanding the basics of doing a competitor analysis.
  • Understanding of how the competitive positions of organisations will influence their strategies towards other competitors.
  • Understanding how to collect information regarding competitors and which data sources will be of use in competitor data collection.
  • Understanding the importance of doing an internal analysis when developing a marketing strategy.
  • Understanding the basic framework for doing an internal analysis.
  • Understanding how to identify internal strategic factors.
  • Understanding how to assess the performance of an organisation in terms of those factors that will influence the marketing strategy.
  • Understanding how to identify the resource/capabilities which provide competitive advantages and what should be done to protect and nurture these resources/capabilities.
  • Understanding how to identify those resources that will make the organisation vulnerable to market conditions and what should be done to protect the organisation against the negative consequences of these vulnerabilities.
  • Understanding why a market strategy is needed in an organisation.
  • Understanding the functioning of a market strategy.
  • Understanding the characteristics of a sustainable competitive advantage.
  • Understanding what frameworks and processes can be used to determine the sustainable competitive advantage of an organisation.
  • Understanding how to identify the places inside and outside the organisation where competitive advantage can be realised.
  • Understanding how to evaluate the most meaningful competitive advantage available to the organisation.
  • Understanding how a competitive strategy can be used by the organisation.
  • Understanding what a differentiation strategy entails and be able to describe the types of differentiation that can be used by organisations.
  • Understand the principles of low-cost strategy and the cost drivers that can be used by organisations.
  • Understanding how to identify a focus strategy and the various ways of achieving such a strategy.
  • Understanding the use of the first-mover advantage as the follower strategy.
  • Understanding how to evaluate the effect of synergy within an organisation, as well as the different forms of synergy that are encountered in organisations.
  • Understanding how life cycle concepts relate to marketing strategy.
  • Understanding the drivers of product evolution.
  • Understanding the impact of time-based competition on marketing strategy.
  • Understanding the market strategies used by new entrants to the marketplace.
  • Understanding the pre-emptive move and its market implications.
  • Understanding the marketing strategies that may be followed by a first mover.
  • Understanding the alternative strategies for growth.
  • Understanding the strategic options in a declining market.
  • Understanding the nature of relationship marketing.
  • Understanding the evolution of relationship marketing.
  • Understanding the meaning of customer bonding.
  • Understanding the implications of the loyalty ladder.
  • Understanding which relationships are appropriate and which are inappropriate.
  • Understanding the individual customer approach as a marketing strategy.
  • Understanding how to use a customer segmentation portfolio.
  • Understanding the guidelines for building relationships with intermediaries.
  • Understanding the processes for forging solid relationships with suppliers.
  • Understanding why it is necessary to understand the competition well.
  • Understanding the various phases in planning cross border marketing.
  • Understanding the global marketing processes and South Africa's position within this picture.
  • Understanding the reasons why organisations become involved in international marketing.
  • Understanding the international marketing management process and the various business tasks and activities involved in international marketing.
  • Understanding the synergy between marketing objectives and the objectives of the organisation.
  • Understanding how growth and diversification strategies impact on customer value adding.
  • Understanding of the various opportunities available to satisfy customer needs.
  • Understanding how to extract relevant information from a marketing plan.
  • Understanding how to use marketing information to develop plans and strategies for the various processes within the supply chain. 
    		•

    UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identifying and solving problems in which responses display that responsible decisions using critical and creative thinking have been made when:
  • Global marketing strategies are interrogated to reflect their uses in the development of a marketing plan. 
    		•

    UNIT STANDARD CCFO WORKING 
    Working effectively with others as a member of a team, group, organisation, and community during:
  • Developing a marketing strategy and plan. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organising and managing oneself and one's activities responsibly and effectively through:
  • A range of marketing plans are analysed to determine their relevance to a range of organisations and conditions. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collecting, analysing, organising and critically evaluating information when:
  • Access, analyse and interpret information contained in marketing plans and strategies and apply this information to develop innovative and creative plans and objectives required within the various processes of the supply chain. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion when:
  • A marketing plan is discussed and interpreted in terms of its importance for the development of strategies and objectives for the various processes within the supply chain. 
    		•

    UNIT STANDARD CCFO SCIENCE 
    Using science, technology and indigenous knowledge effectively and critically, showing responsibility towards the environment and health of others through:
  • Presentations are made to different stakeholders to obtain buy-in and market new products/services. 
    		•

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrating an understanding of the world as a set of related systems by recognising that problem-solving contexts do not exist in isolation when:
  • Interpreting the marketing plan indicating the importance of synergies within organisations and extracting the cause and effect relationships between the marketing function and the rest of the organisation. 
    		•

    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  74149   National Certificate: Supply Chain Management  Level 5  NQF Level 05  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  TETA 


    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. Academics Dynamics (Pty) Ltd 
    2. Aldabri 106 Institute for Quality Pty Ltd 
    3. Alika Investment CC 
    4. Andebe Group 
    5. BPL Academy 
    6. Brilliant Skills Development & Training Solutions 
    7. Centre for Logistics Excellence (Pty) Ltd 
    8. Cherish Forever (Pty) Ltd 
    9. Circleway College 
    10. DB Schenker Logistics Campus MEA Pty Ltd 
    11. Dee-Bravo Training Centre 
    12. Devolden Group 
    13. DQ Staffing Solutions 
    14. EDU - FLEET 
    15. Edu Wize Group Pty Ltd 
    16. End 2 End Supply Chain Academy 
    17. Gauteng City College 
    18. Global Maritime Legal Solutions Pty Ltd 
    19. HarvestHouse Consulting and Training South Africa PTY LTD 
    20. HDPSA GROUP PTY LTD 
    21. Imperial Logistics & Transport A Div Of Imper 
    22. Inkululo African Solutions Pty Ltd 
    23. kholwa management and training consultancy (pty) Ltd 
    24. Khulani HR Consultancy (Pty) Ltd 
    25. KPI Consulting Pty LTD 
    26. Learning Exchange Pty (Ltd) 
    27. Madidi Supply Chain Institute & Business Institute 
    28. Makwedeng Training 
    29. Metro Minds 
    30. Muthelo College Pty Ltd 
    31. Networx for Career Development 
    32. Open Learning Group 
    33. Phephani Learnerships cc 
    34. PMA Holding (Pty) Ltd 
    35. Quantum Leap College Pty Ltd 
    36. Royal Impression Academy 
    37. School of Shipping 
    38. TEST 3_18 March 2019 
    39. Test NN 
    40. THE SKILLS COLLEGE FOR DEVELOPMENT AND TRAINING(PTY) LTD 
    41. Thobologo Training and Education Group 
    42. Velile Supply Chain Consulting 
    43. VSL General Trading CC 


    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.