QUESTION ONE

South African car company Mureza updated its website and social pages earlier in October of with an announcement that it will launch a new sedan in that will be available as both an electric EV or a petrol vehicle.

According to the brands current estimates, the petrol model will sell for R while the EV will only be slightly more expensive at R which will make it the most affordable batterypowered car in the country by far, besting the current holder of this accolade, the GWM Ora, by nearly R

Mureza was founded in and currently has six vehicle designs and employees across its operations in the DRC Kenya, Namibia, Niger, South Africa, Zambia, and Zimbabwe.

The homegrown automaker was supposed to release its first car in the Prim hatchback, at a starting price of R but by its own admission, it has not sold a vehicle in the country yet.

In a recent statement, the company said it has not officially launched any vehicle products into the market but that it has a stockpile of units in partnership with Iranian SAIPA Motor Corporation which it is actively preparing for the African market.

The models and specifications will be defined in due course, and information on where and how to purchase these vehicles will be announced via our formal channels, it said.

The company aims to become Africas flagship automotive brand and intends to establish microfactories in Namibia, South Africa, Zambia, and Zimbabwe that will not only produce

cars but also batteries and components. In the interim, all manufacturing is hosted by its technical partners such as SAIPA, it said.

Mureza will also offer electric alternatives for all its internal combustion models in addition to establishing a network of charging stations throughout Southern Africa, as well as batteryswapping programmes for its future EVs, according to its website.

With reference to the case study above, assess the functional strategies related to the value chain which can help Mureza gain a competitive advantage in South Africa?