SUMMATIVE ASSESMENTS MEMORANDUM

NATIONAL DIPLOMA: MARKETING MANAGEMENT

ID 61593 - LEVEL 5 – CREDITS 243

US ID: 10042
LEAD A TEAM OF MARKETERS AND SERVICE PROVIDERS

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Learner Information (Please Complete this Section)
Name & Surname:
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Organisation/Venue:
Workplace Unit/Dept:
Facilitator Name:
Date Started
Date completed

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Declaration

I(Learner)…………………………………………………………………………………………….herewith
declare that I am ready for the assessment, that we have reviewed the assessment preparation and plan, I
understand the assessment process and I am happy that the assessment will be conducted in a fair manner.
Learner Signature: Date:

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 Assessor Information

Name:

Surname:

Date:

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Moderator Information

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Summative Assessment Information

The purpose of this summative assessment is to award credits to learner achieving the following skills program/unit
standard: LEAD A TEAM OF MARKETERS AND SERVICE PROVIDERS, and is intended for use by the

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accredited Training Providers, for the following qualification: NATIONAL DIPLOMA: MARKETING
RESEARCH ID 20896 - LEVEL 5 – CREDITS 243
NOTE
The assessment instruments included in this assessment pack are all summative assessment instruments and are to be
read in conjunction with the formative assessment instruments Contained in the learner workbook. Both formative
(workbook) and summative assessments are to be retained as part of the learner’s portfolio of evidence.
 A number of the assessment instruments contained in this assessment are workplace knowledge based
questions.
 This means that you will arrange with the learner, a time that is suitable, during which the learner will
complete each questions.
 Answer All the questions.

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 1 US: 10042, NQF Level 5 Worth 10 Credits
Learning Unit LEAD A TEAM OF MARKETERS AND SERVICE PROVIDERS

This unit standard is a core standard and forms part of the qualification, National
Diploma and is registered at Level 5 on the National Qualifications Framework
(NQF). Learners working towards this standard will be learning towards the full
qualification, or will be working within a Marketing Environment, specialising in
either Marketing Communication, Marketing Management, Market Research or
Customer Management, where the acquisition of competence against this standard will
add value to one's job.
Unit Standard
This standard will also add value to learners who are starting their own business and
Purpose
recognises that Marketing forms an integral component of any business.
The qualifying learner is capable of:
 Setting objectives for marketing team
 Coaching marketing staff to be able to achieve objectives
 Monitoring performance of marketing staff against targets
 Providing feedback on performance
 Taking corrective action as needed

 Learners accessing this qualification will have demonstrated competence against

Learning Assumed to the standards in the National Certificate in Marketing, Marketing Communication
be in Place or Marketing Research or Marketing management or Customer Management or
equivalent at NQF Level 4.

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 Session 1
Setting objectives for a marketing team
SO 1

Learning  1. Marketers and service providers set objectives within the organisational framework
Outcomes  2. Marketers and service providers set objectives, which are specific, measurable, and
(Assessment achievable.
Criteria)  3. All stakeholders are consulted within the process of setting objectives

Activity

Identify the decisions that marketers are responsible for.

Marketers act as the customers’ voice within the firm and marketers are responsible for many more decisions than
just advertising or sales:
Analyse industries to identify emerging trends.
Determine which national and international markets to enter or exit.
Conduct research to understand consumer behavior.
Design integrated marketing mixes – products, prices, channels of distribution, and promotion programs.

Activity

Define the marketing process

Marketing is therefore a social and managerial process by which individuals and groups obtain what they need and
want through creating and exchanging products and value with others.

This process can be described in terms of 2 concepts specifically:

Relationship Marketing
Describes the placing an emphasis on building, maintaining, and enhancing long-term relationships with customers,
suppliers, travel trade intermediaries, and perhaps even competitors.
Strategic Alliances
Special long-term marketing relationships formed between two or more organizations, or between an organization
and one or more other types of organizations.
Activity

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 3

Identify and discuss the 8 controllable factors included in the marketing mix

A marketing mix includes those controllable factors that have been chosen to satisfy customer needs. The eight
controllable factors are product, price, place, promotion, packaging, programming, partnership, and people.

Activity
4
Define Market Strategy Development
Marketing Strategy Development refers to the recognition and evaluation of an opportunity with regard to:
Market size and potential
Key competitors
Choose target market
Develop objectives and Marketing Mix Strategy for each opportunity
Choose Marketing mix elements

An important component to developing a marketing strategy is analysing the competitors the organisation is up
against for the market. This is a process that involves identifying key competitors; assessing their objectives,
strategies, strengths and weaknesses, and reaction patterns; and selecting which competitors to attack or avoid.
However, it is important that an organisation does not concentrate on its competitors to the extent that it loses touch
with the customers.

Activity
5

Identify and discuss the Market Challenger strategies

Market Challenger Strategies
Frontal Attack - Out-innovate leader
Flanking/Bypass Attack - Attack where leader is not looking
Find a new market segment
Price Discount Strategy - Buyers are sensitive to price
Works if leader does not cut price
Cheaper Goods Strategy - Lower quality but much lower price

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-Vulnerable to still cheaper goods
Prestige Goods Strategy - Increase both quality and price

Activity
6
Define market channels
A marketing channel is a set of practices or activities necessary to transfer the ownership of goods, and to move
goods, from the point of production to the point of consumption and, as such, which consists of all
the institutions and all the marketing activities in the marketing process. A marketing channel is composed of
different institutions that facilitate the transaction and the physical exchange and is a useful tool for management.

Activity
7
Discuss the 4 types of market channels
Direct Selling
Direct selling is the marketing and selling of products directly to consumers away from a fixed retail location.
Modern direct selling includes sales made through the party plan, one-on-one demonstrations, and personal contact
arrangements as well as internet sales.

Selling Through Intermediaries

A marketing channel where intermediaries such as wholesalers and retailers are utilised to make a product available
to the customer is called an indirect channel. There are several types of intermediaries that operate in a particular
channel system.
The most indirect channel you can use is used when there are many small manufacturers and many small retailers
and an agent is used to help coordinate a large supply of the product.
Intermediaries make distribution and selling processes more efficient as they offer supply chain partners more than
they could achieve on their own. Such as:
Market Exposure
Technical Knowledge/Information Sharing
Operational Specialisation
Scale of operation

Dual Distribution
Dual distribution describes a wide variety of marketing arrangements by which the manufacturer or wholesalers uses
more than one channel simultaneously to reach the end user.
They may sell directly to the end users as well as sell to other companies for resale. Using two or more channels to
attract the same target market can sometimes lead to channel conflict.

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Reverse Channels
If you've read about the other three channels, you would have noticed that they have one thing in common -- the
flow. Each one flows from producer to intermediary (if there is one) to consumer. Third is indeed the traditional
role.
Technology, however, has made another flow possible. This one goes in the reverse direction and may go -- from
consumer to intermediary to beneficiary. An example would be someone making money from the resale of a product
or recycling.

Activity
8
Define and discuss Public Relations and publicity
Public relations and publicity

Public relations are within a field concerned with maintaining the public image for companies, governments,
political parties or individuals. The public relations industry uses different channels, or communication tools, to pass
its message across to the public. Mastery of a varied array of communication tools is essential to achieve different
PR objectives and reach different audiences.

Public relations protect the brand and corporate image by creating publicity that builds a positive impression of the
company and by reducing the impact of negative events related to the business. Public relations activities include
contributing to charities, sponsoring events and promoting environmental responsibility.

Publicity, on the other hand, is the deliberate attempt to manage the public's perception of a subject. The subjects of
publicity include people (for example, politicians and performing artists), goods and services, organizations of all
kinds, and works of art or entertainment.
Publicity is the act of attracting the media attention and gaining visibility with the public, it necessarily needs the
compliment of the media it cannot be done internally because it requires the attention of the publicist and it is the
publicist that carries out publicity while PR is the strategic management function that helps an organization
communicate, establish and maintain relation with the important audiences, It can be done internally without the use
of media. Publicity draws on several key themes including birth, love, and death. These are of particular interest
because they are themes in human lives which feature heavily throughout life.
Tools of Public Relations and Publicity:
Internet
The Internet is one of the most powerful communication tools available for public relations campaigns. It is
relatively inexpensive and allows a Public Relations campaign to quickly target a specific range of individuals.
Internet tools available to public relations communicators include targeted website advertising, blog sponsorship and

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social networking. Targeted advertising is arguably the most popular way for a PR firm to reach public audiences
due to its ease of use. All you need to do is design the ads and place them on desired advertising platforms.
However, the price for such advertising can be costly if there is high competition for the targeted audience. Optimal
use of this particular method requires updating target sites with interesting content on a regular basis.
Traditional Media
Traditional media, including newspapers, magazines, television and radio, is on the defensive as public relations
campaigns migrate to the virtual world of the Internet. 
For Public Relations campaigns, traditional media presents a way to reach older, more conservative audiences whose
trust in old media is far higher than that of the Internet. Newspaper ads and TV commercials, while skipped over by
many people, can still increase brand recognition and strengthen market position of the advertised company.
Sponsorship
Sponsorship is an effective communication tool for public relations campaigns. Sponsoring a sports team or a
popular event can greatly boost any PR campaign, delivering a message that the Public Relations provider is not
only anxious about placing ads in the media, but also does not shy away from giving money to worthy causes.

Activity
9
What are the prerequisites of marketing objectives?
When setting objectives it is very important to ensure that your objectives are; specific, measurable, achievable, and
realistic and time specific, or SMART for short. The "SMART" approach allows you to effectively manage your
marketing activities and importantly be able to determine how successful they have been and whether they have
delivered the particular benefits sought.

The "SMART" approach is explained to illustrate how you address each area;
Specific –
are your objectives stated in a way that is precise about what you are hoping to achieve?
Measurable –
Can you quantify each objective, i.e. can you use a unit of measure such as market share in percentage
or dollars or other to provide a way to check your level of success?
Achievable –
Are your objectives reasonable in terms of what you can actually achieve or are you setting your
sights too high?
Realistic –
Do you have sufficient employees and resources to achieve the objectives you have set; if you don't
then they are likely to be unrealistic?
Time specific –

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 When are you hoping to achieve these objectives, you need to define a timing plan with target timing for
each specific objective?

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 Session 2
Coach marketing staff to be able to achieve objectives
SO 2

 1. Coaching plans are developed and selected in consultation with relevant individuals
 2. Coaching initiatives are planned and in the required format and within scheduled
Learning
timeframe
Outcomes
 3. Coaching is matched to the individuals goals, needs and objectives
(Assessment
 4. Coaching is linked to the workplace skills plan
Criteria)
 5. Coaching is implemented in an environment conducive to learning and performance
improvement

Activity
10

Identify and discuss steps in the coaching process

Managers need to be able to maintain performance standards, be certain people are following policies and
procedures, and hit individual and team targets—through other people.
1. Identify the Opportunity
There are five ways to identify opportunities.
Anytime a new team member comes on board.
You (manager) are off-site
The individual appears to be too dependent on you and other team members.
When changes take place in the workplace.
New processes, policies, procedures implemented.
A team member is failing, or is displaying the behavior to potentially to fail.
These different opportunities may arise due to a new need or out of taking on a new job or project that requires a
new skill, or they may come out of a performance review or be identified after a mistake occurs. Multiple
opportunities arise for people on your team, and it is your job as a manager to prioritize those needs to keep others
on your team from getting overwhelmed by the possibilities. Jot down some opportunities that you see for yourself
or for others in your workplace. Are you the right person to point out these needs? What is the best way to do so?
2. Picture the Desired Outcome

Once the opportunity is identified, it is important to take the time and pinpoint what the situation will look like when
the gap is filled. This is the step that many people skip or don’t develop fully, which can lead to confusion,
misunderstanding, and frustration for everyone.

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One of the most important concepts in coaching is having a vision or end goal in mind. Without that, people often
lose sight of the importance of making the needed changes. How we create this picture of what is possible is the
central component of this step in the coaching process.
People with a clear vision of the end result of coaching tend to move in that direction more quickly than those
without. It is crucial that both the coach and the trainee own the goal. Without that sense of ownership, coach or
trainee may lose motivation. We focus on motivation and buy-in even more in the next step of the process, but this is
where direction and motivation really begin.
3. Establish the Right Attitudes
How well you really know your team may determine how quickly you know if you have the right trainee for the job
and are able to gage their motivation. This step is a critical part of the process of effective coaching. Without it, you
spend a great deal of your time just overcoming resistance.
You often hear that people resist change. It isn’t true. People resist being changed when they: Don’t see the need,
don’t want to do it, believe that the change is not possible for them.
In this step, you should focus on some of the skills required to cut resistance and move through the coaching process
with less friction. These skills are: Leadership, communication, building trust, getting commitment vs. compliance.

4. Provide the Resources

In order for a coaching process to be successful, it is important the appropriate resources available. This includes
time and, most importantly, a personal commitment to succeed from everyone. Other resources may include money,
equipment, training, information, and upper level buy-in and support. Ensure that the appropriate resources are in
place and available. Nothing is a frustrating as being promised something and then not getting it. It can make
everyone feel like they have been set up to fail.

5. Practice & Skill Development

Once the resources are in place and the correct skill set has been identified, explained, and demonstrated, it is now
time for the trainee to practice and apply what has been learned.
For knowledge to evolve into a skill, you must practice it and perfect the skill with the help of a coach, who can
ensure that you are practicing the new skill and not the old habit. Practice also allows the coach to identify strengths
and opportunities for improvement, such as:
How to encourage others to success
How closely to monitor and when to let go
How to hold others accountable for progress

6. Reinforce Progress
Making progress is one thing, but without a way to reinforce and maintain it, people may quickly go back to their
old habits. One of the biggest fallacies managers hold on to is the assumption that if people know something, they
will do it. People don’t do what they know; they do what they have always done.

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Try to use these strategies to reinforce learned skills: Empowering people to get results after they have learned new
skills, Giving the right kind of feedback, Following up, Handling nonperformance issues, Handling mistakes and
people who get off track
7. Reward
One of the best ways to cement growth and progress is to reward it. Rewarded behavior is repeated, and what gets
repeated becomes habit. But change can be uncomfortable.
That is why people often revert to their habits if reinforcement and reward are not motivating forces. Habit is
stronger than knowledge. To ensure that change happens quickly and is kept in place as long as needed, celebration
and reward are important.
Some of the skills you put into coaching in this step of the process are: Praise and recognition, Positive feedback
techniques, Recognizing people’s strengths and accomplishments, Having the right credibility and impact in the
delivery.

Activity
11

Identify the key principles for successful coaching

A good coaching relationship is essential for successful objective achievement, and the coach must strive to be:
Trusting and collaborative.
Willing to listen in order to understand.
Looking for positive aspects of the employee.
Understanding that coaching is done with the employee, not to the employee.
The employee is the source and director of change.
The employee is whole and unique.
The coach is the facilitator of the employee’s growth.

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 Session 3
Monitor performance of marketing staff against targets
SO 3

 1. Competence of individuals and teams is assessed against agreed standards and

objectives and within agreed procedures and timeframes
 2. Selected evaluation methods are relevant, fair and known to the individual or team
Learning being assessed
Outcomes  3. Monitoring of performance is done in a manner which is based on establish methods
(Assessment  4. Collected information is complete, accurate, current and agreed with the individual or
Criteria) team
 5. Performance is recorded in the agreed format
 6. Monitoring and assessment individuals and teams is provided on an on-going basis to
agreed timeframes

Activity
12

Identify and discuss the different methods of monitoring against qualitative objectives

The difficulty arises when these are the only monitoring methods a manager uses because most jobs aren’t just about
the ‘what’, they’re also about ‘how’ your employee’s do their job. About; how they work as a team member, how
they work with customers how they deal with problems, how they deal with change and so on. In short,
their behaviours.
If you only monitor the ‘what’ of the job you will only be monitoring half of the job. And if you only monitor half of
the job then possibly that’s the only half that the employee will feel it’s worth focusing on!
Here are three ways of Monitoring performance against behavioural objectives:

Observation
Observation is taking a planned approach to watching your employee ‘in action’. The idea is that you plan to
observe the specific behaviours that you have described in your performance objectives. For example, if you have
agreed that a performance objective for team work is ‘offering help to team members’ and ‘contributing to team
meetings’ then those are the specific behaviours you plan to observe. So it’s about;
looking at the performance objectives you’ve agreed that relate to behavioural elements of the job and then
planning how you will observe those behaviours e.g. paying particular attention to the employee’s behaviour in the
next team meeting.

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Report back
Report back is about your employee reporting back to you on their performance. This is a really useful technique
where the employee is responsible for evidencing their performance against the objectives you’ve agreed upon.
A good example would be if you had an agreed a performance objective from ‘effective time management’ which
included ‘takes action to manage interruptions’. Then the employee would simply report back to you with some
examples of when they had taken action to manage interruptions.
Feedback
Feedback is about getting feedback from people on the employee’s performance. This could be from;
customers
suppliers
team members
other departments

It’s important that you only look for feedback;

a) As agreed between you and the employee and
b) Descrbed in the performance objectives.

Activity
13

Identify and discuss the methods of improving team performance

Many managers and business owners mistakenly fear that reducing employee stress requires reducing productivity
or creating a "country club" atmosphere, which in today's marketplace could be fatal. Nothing could be further from
the truth.

When organizations manage in ways that bring out the best in people, they also reduce employee stress. That's why
most of Fortune magazine's "100 Best Companies to Work For" are industry leaders and enjoy high employee
productivity. Employees in these companies are both happy and extremely productive.

The key to maximizing productivity while minimizing stress is understanding the factors that influence whether
someone working very hard will feel stressed out and burnt out, or whether they will feel motivated, excited, and
committed. Scientific research on stress, combined with best practices of high performance companies offers clear
clues about the key factors that determine whether employees will be stressed out or energized by workplace
demands.

- Set departmental goals but individualize them for each marketer.

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Illustrate how their individual accomplishments will help the department and the company as a whole. Then identify
their unique behavior/value traits to motivate them to accomplish those goals with their unique cognitive approach.
This will provide the mental incentive for them to perform.
Provide examples of how their mind and skill sets will help them accomplish the goals and then;

- Praise them in departmental meetings when the intermediate goals are accomplished.
This reinforces the value on their individual capacities, which a marketer values above all else. Why?
Because it positions that individual marketer as someone with unique values and establishes their credibility with
other team members.

- Don’t micromanage your marketers.

The one common trait of marketers is that they enjoy making their own decisions, and having the freedom to create
and achieve their goals their way. Let them do that outside of the normal training and developmental sessions (which
are a must). Give them the freedom to make mistakes so they will learn and develop competency more rapidly.

- Deal with issues and problems immediately.

Marketers envision themselves as problem solvers — out there leading the pack in ways others cannot. As a
manager, if you do not develop an atmosphere of openness and willingness, you are not addressing a key element of
the marketer’s personality — communication. According to research for our executive guide, marketers are 19%
more communicative than the average person — talk to them and let them talk.

- Tell them you want them to succeed and how they can obtain advancement/promotion.
A wise man once said: “Where there is no vision, the people perish!” This is especially true of marketers. They pride
themselves on vision and success. When a manager does not provide a career path or vision, it is only a matter of
time before your marketer finds one — somewhere else.

- Instill the team spirit in each member of your department.

Marketers are independent by nature, especially those specialists who are highly analytical and objective. To lead
people, sometimes you must walk behind them, giving them their moment to shine. You can accomplish that if you
don’t care who gets the credit. Help each member create their own identity and show them how that identity helps
make up a dynamic team.

- Be consistent and fair.

While each marketer is going to be unique and require a different verbal and mental approach to management, be
consistent in the way you deal with departmental and individual issues. Praise publically and counsel/reprimand
privately. Use your knowledge of their individual dynamics to the max. Understand their motivations and use those
motivations to make your department excellent.

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In closing, a cohesive and effective team balances the conflicting demands of its sales and marketing environment to
achieve a common approach, with each team member taking responsibility for achieving the targets for his market
segment. When a team member does not meet objectives for a particular segment, the role of other team members is
to offer support to help improve performance. While each team member takes responsibility for his work, an
effective team defines success as the meeting of all team targets. Such an integrated team effort improves overall
sales and marketing performance and promotes team cohesiveness.

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 Session 4
Monitor performance of marketing staff against targets
SO 4

 1. Competence of individuals and teams is assessed against agreed standards and

objectives and within agreed procedures and timeframes
 2. Selected evaluation methods are relevant, fair and known to the individual or team
Learning being assessed
Outcomes  3. Monitoring of performance is done in a manner which is based on establish methods
(Assessment  4. Collected information is complete, accurate, current and agreed with the individual or
Criteria) team
 5. Performance is recorded in the agreed format
 6. Monitoring and assessment individuals and teams is provided on an on-going basis to
agreed timeframes

Activity
14

Discuss the principles of effective feedback

Feedback can come from many different sources: managers and supervisors, measurement systems, peers, and
customers just to name a few. However feedback occurs, certain elements are needed to ensure its effectiveness:
Specificity
Feedback works best when it relates to a specific goal. Establishing employee performance expectations and goals
before work begins is the key to providing tangible, objective, and powerful feedback. Telling employees that they
are doing well because they exceeded their goal by 10% is more effective than simply saying "you're doing a good
job."

Timeliness
Employees should receive information about how they're doing as timely as possible. If improvement needs to be
made in their performance, the sooner they find out about it the sooner they can correct the problem. If employees
have reached or exceeded a goal, the sooner they receive positive feedback, the more rewarding it is to them.

Manner

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Feedback should be given in a manner that will best help improve performance. Since people respond better to
information presented in a positive way, feedback should be expressed in a positive manner. This is not to say that
information should be sugar-coated. It must be accurate, factual, and complete. When presented, however, feedback
is more effective when it reinforces what the employee did right and then identifies what needs to be done in the
future. Constant criticism eventually will fall upon deaf ears.

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 Session 5
Monitor performance of marketing staff against targets
SO 5

 1. Competence of individuals and teams is assessed against agreed standards and

objectives and within agreed procedures and timeframes
 2. Selected evaluation methods are relevant, fair and known to the individual or team
Learning being assessed
Outcomes  3. Monitoring of performance is done in a manner which is based on establish methods
(Assessment  4. Collected information is complete, accurate, current and agreed with the individual or
Criteria) team
 5. Performance is recorded in the agreed format
 6. Monitoring and assessment individuals and teams is provided on an on-going basis to
agreed timeframes

Activity
15

Discuss the corrective action process

All employees are expected to meet performance standards and behave appropriately in the workplace. Corrective
action is a process of communicating with the employee to improve unacceptable behavior or performance after
other methods such as coaching and performance appraisal have not been successful.

The goal is to guide the employee to correct performance or behavior by identifying the problems, causes
and solutions, not to punish the employee. If there is no improvement or if there are repeat occurrences, correction
action may be appropriate. In general, corrective action should be progressive, i.e., beginning with the lowest severity
action before employing actions of more severity. In this aspect of the business, strictness should be exercised very
carefully. It should be stringent enough to troubleshoot the problem and to identify what (and eventually) who caused
it. While doing so, the action must be clearly directed at the improvement of the product and the team.

Taking corrective action is one of the three essential activities of the control process. If the process is measured and
the results don't meet company standards, then the process needs to be altered so that it can meet organizational
goals

One key aspect of taking corrective action is problem solving. A manager needs to be able to understand the
contributing factors of a problem, how they impact key processes, and how to find a workable solution. Once that
solution is formulated, it is important to determine how to effectively implement it.

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Attempts at corrective action are often unsuccessful due to failures in the problem-solving process. This can be
because not all of the information is available for the decision maker to ascertain the true problem.

Another reason why an error can occur in the decision-making process is that the decision maker has a stake in the
process and may not want to admit an error in his or her department.

A third reason why a decision-making process may result in an incorrect solution is that the decision maker was
never properly trained in how to analyze a problem.

Once a method of corrective action is determined, it needs to be implemented as soon as possible. Then an analysis
of the effectiveness of the solution should be scheduled. This way if the corrective action doesn't create the expected
results, further action can be taken before the organization falls even further behind in meeting its goals.

A company may want to discuss a problem and optional corrective measures with stakeholders. Employees,
customers, or vendors may have a unique perspective of the problem that management lacks, and this perspective
can lead to a more effective solution some learning.

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