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: 

Enhance relationships with strategic partners of a motor retail business 
SAQA US ID UNIT STANDARD TITLE
243351  Enhance relationships with strategic partners of a 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  14 
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 the strategic partner relationships of the motor retail business by:
  • Assessing the contribution of strategic partners towards the achievement of the business strategy.
  • Reviewing own and the strategic partners' interests and the key drivers of the relationships.
  • Enhancing positive relationships and selecting new strategic partners.

    It also reflects the understanding of:
  • The nature and value of strategic partner relationships.

    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 
  • Strategic partners include service providers, suppliers, manufacturers, financial institutions and insurance companies, referral businesses, trade associations, regulatory and local authorities.
  • Strategic partners also include stakeholders such as shareholders, customers and staff.
  • Enhancing stakeholder relationships includes win-win approaches to negotiation, transparency, price, service quality and performance.
  • Business unit refers to a branch of, or department in, a larger business.
  • 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 
    Identify and assess the contribution of strategic partners required for the achievement of the business strategy. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The role and purpose of each strategic partner is described. 
    ASSESSMENT CRITERION RANGE 
    Described includes documented.
     

    ASSESSMENT CRITERION 2 
    The financial and economic impact of each strategic relationship is assessed and determined. 

    ASSESSMENT CRITERION 3 
    Each relationship is assessed in terms of its contribution to corporate values and the brand. 

    SPECIFIC OUTCOME 2 
    Review own interests, the strategic partners' interests and the key drivers in each relationship. 
    OUTCOME RANGE 
    Includes referral business, outsourcing, in-sourcing, sub-contracting. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Appropriate tools and techniques are used to develop a clear picture of the relationships and what the relationships are worth to the motor retail business. 

    ASSESSMENT CRITERION 2 
    Strategic partners are consulted in order to establish their current situations and probable trajectory in the future. 

    ASSESSMENT CRITERION 3 
    The key drivers of each relationship are defined. 

    ASSESSMENT CRITERION 4 
    The need for each of the specific partnerships is recognised and clearly articulated. 

    SPECIFIC OUTCOME 3 
    Develop metrics and evaluate the state of the relationships. 
    OUTCOME RANGE 
    Metrics include Key Performance Indicators, industry benchmarks or any other appropriate method or form of measurement or indicators. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Appropriate measures and indicators are selected and used for the metrics. 

    ASSESSMENT CRITERION 2 
    Relevant information and data is gathered as required by the metrics. 

    ASSESSMENT CRITERION 3 
    Appropriate evaluation techniques are used to analyse the information and data. 

    ASSESSMENT CRITERION 4 
    Successes and critical issues are identified. 

    SPECIFIC OUTCOME 4 
    Develop and implement action plans to enhance relationships with strategic partners, monitor the implementation and activities and evaluate the impact of the action plans. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The purpose of each of the partnerships is clarified and is realistic. 

    ASSESSMENT CRITERION 2 
    Action plans are based on identified success factors and critical issues. 

    ASSESSMENT CRITERION 3 
    Own relationship style and that of the business are analysed and their impact on the relationships evaluated. 

    ASSESSMENT CRITERION 4 
    Incidents and practices that may affect relationships with strategic partners are investigated and corrective or preventive measures are taken. 

    ASSESSMENT CRITERION 5 
    Action plans achieve an improvement in the relationships as measured by the given metrics. 

    SPECIFIC OUTCOME 5 
    Apply a range of tools and techniques for building, maintaining and enhancing positive relationships. 
    OUTCOME RANGE 
    Tools and techniques include communication process, service level agreements, costing, pricing, stocking levels, funding, combining programmes with partners; bonus incentives, promotional incentives, profit-sharing incentives, etc. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Appropriate tools and techniques are selected for each strategic partner. 

    ASSESSMENT CRITERION 2 
    The state of the relationships and any changes are tracked and documented. 

    ASSESSMENT CRITERION 3 
    The impact of the tools and techniques is evaluated and their effects are assessed. 

    ASSESSMENT CRITERION 4 
    Trust is developed and maintained. 

    SPECIFIC OUTCOME 6 
    Identify, evaluate their capability and select alternative strategic partners, and set up and formalise agreements with new strategic partners. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Criteria for the selection of alternative strategic partners of various types are developed. 

    ASSESSMENT CRITERION 2 
    The selection process is clear and transparent. 

    ASSESSMENT CRITERION 3 
    Critical factors are negotiated and agreed between the parties. 
    ASSESSMENT CRITERION RANGE 
    Agreed includes taking ownership and demonstrating commitment.
     

    ASSESSMENT CRITERION 4 
    Agreements and contracts are documented and stored appropriately. 

    ASSESSMENT CRITERION 5 
    Selection of alternative strategic partners conforms to organisational, industry and national criteria and guidelines. 
    ASSESSMENT CRITERION RANGE 
    Criteria and guidelines include broad-based black economic empowerment scorecards, industry charters and organisational strategies.
     


    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:
  • Customer relationship concepts - applied to strategic partners.
  • Competitions, awards and other forms of service recognition.
  • Communication.
  • Needs and behaviours of partners.
  • Value chains and value relationships.
  • Outsourcing, collaboration, co-opetition, accreditation.
  • Partnering models.
  • Risk, risk assessment.

    Purpose of:
  • Developing and maintaining relationships with strategic partners.
  • Tools and systems to manage relationships.
  • Tools and systems to evaluate relationships.
  • Partnering.

    Attributes, descriptions, characteristics and properties:
  • Business styles.
  • Relationships.
  • Criteria for selecting strategic partners.
  • Agreements, contracts.
  • Metrics.
  • Action plans.

    Processes and events:
  • Negotiation.
  • Selection of strategic partners.
  • Developing and implementing action plans, monitoring activities and evaluating their impact.
  • Relationship management.

    Causes and effects, implications of:
  • Impact of business styles.
  • Impact of poor service, poor reputation, poor business practices.
  • Causes of relationship breakdown.
  • Benefits of strong relationships and appropriate choice of partners.
  • Product and service architecture on choice of strategic partners.
  • Risks.

    Procedures and techniques:
  • Procedures and techniques for building, maintaining and enhancing relationships.
  • Techniques for collecting and analysing data.
  • Procedures and techniques to manage stages of relationship lifecycle.
  • Communication.

    Sensory cues:
  • Face-to-face signals and cues.
  • Communication signals and cues.

    Regulations, legislation, agreements, policies, standards:
  • Applicable legislation, codes and charters.
  • Company policies.
  • Competitiveness and anti-competitive behaviour.
  • Ethics and integrity.

    Theory: rules, principles, laws:
  • Stakeholder theory.
  • Customer relationship concepts - applied to strategic partners.
  • Economic efficiencies, organizational synergies.
  • Communication principles.
  • Needs and behaviours of customers and strategic partners.
  • Value chains and value relationships.
  • Outsourcing, collaboration, co-opetition.
  • Partnering models.

    Categories:
  • Partner and partnering models.

    Relationships, systems:
  • The value of strategic relationships for the motor retail business and their impact on market chare, profitability, and sustainability.
  • The impact of business styles on the relationships. 
    		•

    UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Investigate incidents and practices that may affect relationships with strategic partners and take corrective or preventive measures. 
    		•

    UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • In developing, maintaining and enhancing relationships with strategic partners of the motor retail business. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • In activities related to reviewing, evaluating, maintaining and enhancing existing strategic relationships.
  • In activities related to selecting and formalising agreements with new strategic partners. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Use appropriate evaluation techniques to analyse information and data collected. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Negotiate and agree critical factors with regard to relationships with strategic partners. 
    		•

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use appropriate technology to gather and evaluate information on strategic relationships. 
    		•

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • Describe the value of strategic relationships for the motor retail business.
  • Describe the factors which impact on strategic relationships. 
    		•

    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.