University of Greenwich ID Number: 001340708

FPT Student ID Number: GBD201730

Module Code: MARK1234

Module Assessment Title: Social Media and Analytics

Lecturer Name: Tran Nhat Phap

Submission Date: December 13, 2023

Table of Contents
1. Executive summary.......................................................................................................... 1
2. Reflection on the team effort...........................................................................................1
3. Introduction and background of the data and dashboards..............................................4
4. Key findings of the dashboard..........................................................................................7
5. Recommendations......................................................................................................... 12
6. Limitations......................................................................................................................13
References..............................................................................................................................15
Appendix B: The importance of social media.........................................................................18
Appendix C: Social media analytics tools................................................................................20
Appendix D: L'OFFICIEL Vietnam case....................................................................................21
Appendix E: Dashboards.........................................................................................................22
Appendix F: Explanation of some details about the data.......................................................24
Table of Figures

Figure 1. Influence of "Hour" on " Lifetime Post Total Reach".................................................8

Figure 2. Influence of "Type of Content" on "Lifetime Post Total Reach"................................8
Figure 3. Influence of "Theme" on "Lifetime Post Reach by people who like page"................9
Figure 4. Influence of "Hour" on "Tweets engagements".......................................................10
Figure 5. Influence of "Theme" on "Impression" and "Engagement Rate".............................11
Figure 6. Influence of "Month" on "Engagements"................................................................11
Figure 7. Dashboard: Factors influencing sponsorship/Donation in Q1,2 (2020)...................12
Figure 8. Gantt chart of group working process.....................................................................17
Figure 9. Number of social media users worldwide from 2017 to 2027 (in billions) (Statista,
2023)...................................................................................................................................... 19
Figure 10. Digital in 2020: the essential headline numbers (Kemp, 2020).............................19
Figure 11. Social media analytics tools comparative analysis (Nanda & Kumar, 2021)..........20
Figure 12. The sensitive statement and apology post of L'OFFICIEL Vietnam
(L'OFFICIELVietnam, 2023)..................................................................................................... 21
Figure 13. Facebook dashboard............................................................................................ 22
Figure 14. Twitter dashboard.................................................................................................22
Figure 15. CRM dashboard.....................................................................................................23

Table of Tables

Table 1. Individual's responsibilities.........................................................................................3

Table 2. Explanation of some details about the data.............................................................24
 1. Executive summary
Sivarajah, et al. (2020) highlight important roles of social media analytics towards
organisations. Specifically, social media analytics enable businesses to make timely,
actionable and meaningful decisions; evaluate the impact of marketing campaigns in real
time; and protect the brand's reputation against threats such as the spread of
misinformation.
This report extensively explores the importance of social media analytics, with a specific
emphasis on the crucial role played by social media managers. Through a collaborative
group effort, our group undertook the task of developing extensive dashboards using the
Excel tool, assigning specific responsibilities to illuminate insights derived from Facebook,
Twitter, and CRM data. These dashboards not only enabled a profound comprehension of
social media performance but also laid the groundwork for generating recommendations.
Our recommendations emphasise the importance for the company to consistently
measure metrics and integrate findings obtained from the analysis of various social media
platforms. Additionally, the report also identifies limitations associated with data quality and
the process of data analysis. By delving into these critical aspects, we aim to provide
actionable insights that will empower the company's social media strategies and contribute
to informed decision-making.

2. Reflection on the team effort

Our group reflection is conducted to reflect on our teamwork progress throughout
the last two months. In this section, I will present the group formation process and what
was discussed as well as the challenges we faced via Tuckman's group development model.
Besides, I clarify the contribution of our group members, and my self-reflection is also
mentioned. The group's contemplation on our collaborative process aligns with Tuckman's
model of group formation, including four stages: forming, storming, norming, and
performing (Tuckman, 1965).
In the initial phase of forming, our group of four members, assembled under the
instruction of the lecturer. Following the formation, we established a group chat on
Messenger to facilitate discussions and coordinate meetings. Overall, our team exhibited

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friendly and responsive behaviour, possibly attributed to the shared gender and the
common goals we set for this module.
Coming to the second stage, storming, we had the first meeting after classes and
started to discuss. Initially, the group members seemed scattered and lacked a clear
direction, so we decided to approach our work with small steps such as reading the module
documents and researching the relevant information. We chose the tasks ourselves and set
another meeting time. We discussed our understanding of the module requirements,
established a cohesive direction, and clarified individual responsibilities. During subsequent
meetings, there were more explosive debates regarding differing perspectives on report
objectives. For example, disagreements arose in the selection of KPI, leading to a democratic
vote to get the majority opinion. However, following the collective commitment to
complete the tasks and then create a foundation for individual work, an environment
characterised by responsibility, respect and mutual support was fostered. Thus, we were not
interrupted by arguments but quickly found a solution. In this stage, our team appointed A
as the group leader because she actively discussed and shared her opinions. In addition, her
significant contribution to ideas generation, direction drawing and task allocation also
helped our team work effectively.
Moving on to the norming stage, our team members worked on individual tasks and
asked questions if we had any doubts. Via group chat, we continued to discuss, monitor our
progress and prepare for the crucial stage of the module, which was the group presentation.
At this time, we faced some challenges during this phase as we were still not entirely clear
about the requirements and lacked knowledge about Excel. This led to some confusion
among team members and the discussions were heated. In addition to learning from
resources on the internet, we sought guidance from the lecturer to clarify our doubts.
Despite these challenges, we continued to work collaboratively and supported each other to
overcome the obstacles. As a result, we were able to complete our tasks on time and finalise
the slides for the group presentation.
At the performing stage, we did not encounter too many obstacles because the
questions were almost addressed. Following the presentation, our team received feedback
and thereby improved shortcomings such as chart selection and dashboard presentation
and design. Valuable tips were provided on presenting the report scientifically and
enhancing readability. In the remaining time, members completed the task by sending the

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dashboards to the group chat to provide information for the individual report. The group
development process along with the main activities is shown in the Gantt chart (see
Appendix A).
Individuals’ role in the group
In addition to engaging in collaborative activities such as group discussions and
finalising ideas, members also take on individual responsibilities during the teamwork
process. The analysis process involved meticulous data filtering, analysis through Pivot
Tables, and visualisation using Pivot Charts and Slicer tools. The combined efforts of the
whole group resulted in a successful project outcome, with each member contributing the
expertise to deliver comprehensive insights. The below table will highlight each individual's
responsibilities and collaborative efforts within the group work.
Table 1. Individual's responsibilities

No. Member Responsibilities

1 A - Group - Analyse CRM data, complete the CRM dashboard (Q3, 4 2019)
Leader - Create slides for the group presentation
- Participate in the group presentation, highlighting key insights
- Develop the Gantt chart to visualise project timelines

2 B (Me) - Analyse CRM data, complete the CRM dashboard (Q1, 2 2020)
- Create slides for the group presentation
- Participate in the group presentation, highlighting key insights

3 C - Analyse Twitter data, complete the Twitter dashboard

- Create slides for the group presentation
- Participate in the group presentation, highlighting key insights

4 D - Analyse Facebook data, complete the Facebook dashboard

- Create slides for the group presentation
- Present findings, highlighting key insights during the group
presentation

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 Collaborative - Team members actively collaborated, sharing opinions to
Efforts outline a clear direction.
- Regular communication through group meetings and
discussions via group chat facilitated an efficient workflow.
- Challenges were addressed collectively, showcasing the
team's adaptability and positive work attitude.

The author's reflection

In the initial days of the group project, I found myself in a state of confusion and
worriedness, grappling with uncertainties about my role and responsibilities. But as the days
unfolded, things moved in a good direction as I acquired a deeper understanding of the
project requirements and had my queries addressed. I delved into the provided documents,
actively engaging with the materials to share opinions with my teammates. I have improved
my knowledge of Excel by reviewing articles on Moodle as well as reading and watching
tutorials on Google and YouTube, for example how to design a descriptive dashboard on
Excel. This was the most time-consuming but this effort helped me complete the task with a
solid grasp of the underlying knowledge. A noteworthy aspect of this journey was the
unwavering support from my group members. I feel lucky to have very supportive group
members who make me feel comfortable and eliminate the fears of teamwork challenges
such as potential conflicts or a lack of mutual respect. In reflection, the collaborative spirit
within our group significantly contributed to our overall success and individual task
readiness.

3. Introduction and background of the data and dashboards

The role of social media analytics in a business

Before delving into social media analytics, understanding the broader context of social
media is crucial. Appendix B provides this foundation, enhancing the analysis of the pivotal
role played by social media analytics.

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 For businesses utilising social media, social media analytics allow managers to make
appropriate decisions based on insights. It helps businesses in measuring and evaluating
strategy, providing them with insightful information for enhancing strategic approaches
(Moretti & Tuan, 2015); measuring the effectiveness of advertising campaigns, gathering
customer insights on demand and preferences, distinguishing brand perceptions, and
collecting feedback (Nanda & Kumar, 2021). And these courses of action require
organisations to go through a data analysis process. This can be done by using appropriate
skills, techniques and tools. First, understand the audience through the effective use of
built-in Social Media and analytics Dashboards. Major social media platforms such as
Facebook, Instagram, Twitter, YouTube, and Linkedin provide users with consumer-
generated data visually and wisely via professional dashboards. Instagram for example
allows users to explore trends and insights by tracking their account performance
(Instagram, 2023). Second, effectively utilising open-source tools helps businesses perform
targeted measurement activities based on the functionality and availability of analytics
tools. Nanda & Kumar (2021) created a comparison table of analytics tools to distinguish
their features and support for various social media platforms (see Appendix C). While
conducting analysis and measurement activities is crucial, equally important is the
presentation of the results for easy understanding. So, visualisation techniques are used to
present this information (Nanda & Kumar, 2021). Businesses can take advantage of ready-
made templates provided by the social media analytics tools mentioned above or utilise
data visualisation software, such as Tableau or Google Data Studio. Alternatively, they can
customise a dashboard from scratch by using Excel (Linkedin, 2023).
The background of the data and dashboards
Facebook, which delivers five content types (photo, link, shared video, status, and
video), includes various statistical metrics such as lifetime post total reach, lifetime engaged
users, and lifetime negative feedback. Twitter data presents Tweet metrics, including
retweets, replies, and hashtag clicks. The content is organised based on specific posting
times with sorted metrics. As for CRM, the data was presented to the donors and sponsors
of the university in the 3rd and 4th quarters of 2019 and the 1st and 2nd quarters of 2020.
This dataset provides information about donors, including donation amounts, as well as
demographic and geographic factors.

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 From the raw data, the team constructs dashboards using Excel (see Appendix E), as
assigned, to present metrics based on the selected KPI. The initial step involves filtering the
data, utilising the filter tool to eliminate blank and irrelevant entries. This ensures that the
data, before analysis, is standardised and aligns with the chosen analytical direction. Once
the data is filtered, the Pivot Table tool is employed for analysis. This feature facilitates
flexible and intelligent manipulation of data fields to create summary tables with desired
metrics. Finally, the Pivot Chart and Slicer tools are used to generate charts, facilitating easy
presentation and discussion.
The role and challenge of a social media manager
The responsibilities of a social media manager, according to Moretti & Tuan (2015, p.
160), revolve around four key activities: “analysis, content development, strategy, and
community management”. In this role, I assume responsibility for making strategic decisions
in the realm of social media. These decisions involve planning and executing campaigns,
cultivating and maintaining the business's online presence, and interacting with the
audience. These activities are aligned with desired objectives for the business's long-term
sustainability, such as increasing brand awareness, promoting products or services, and
retaining a loyal customer base. Importantly, I collaborate closely with my team to
conceptualise and propose campaigns, curate content, and engage in effective
communication with our audience. In a nutshell, my role as a social media manager
becomes instrumental in steering the business toward sustained growth and success within
the digital landscape.
The benefits of making use of social media are undeniable, but social media also
poses numerous challenges for social media managers (Meske & Stieglitz, 2013). Two major
challenges are emphasised in this report. The first challenge is coming up with creative
content. With several purposes such as providing information, educating and interacting
with the audiences (Altamira, et al., 2023), or engaging customers in the brand story (Ashley
& Tuten, 2015), I need to exploit the potential of social media through the creation of
content, which benefits firms with its cost-effective and highly efficient nature ( Moretti &
Tuan 2015). According to Ashley and Tuten (2015, p.17), “good content may trigger the
audience to engage”. The analysis of Altamira et al. (2023) shows having good and
innovative content can provide institutions with a competitive advantage. Content must be
posted consistently and strategically and put components of creativity such as novel,

6
meaningful and emotional (Ashley and Tuten, 2015). When generating content that meets
the requirements of KPIs or content characteristics, I may encounter a shortage of ideas.
Therefore, I need to reinforce my creative skills and stay up-to-date with trends. I also find it
helpful to listen to my team to gain new perspectives and enhance my content creation
acumen. The second challenge is dealing with unexpected results. This can be described as
"accepting the lack of control associated with Social Media, not knowing what people might
say or do" (DiStaso, et al., 2011, p. 326). This problem has potential risks that can cause
negative impacts such as the failure of an advertising campaign, threatening the brand's
reputation. Reputation risk poses threats to businesses, impacting brand competitiveness,
positioning, credibility with stakeholders, and public relations (Aula, 2010). Take the case of
L'OFFICIEL Vietnam as an example (see Appendix D). In summary, the process of working
with social media is complex. In addition to possessing professional skills, I need to be
mindful and creative to not only yield positive outcomes but also mitigate potential risks.

4. Key findings of the dashboard

The selected KPI for analysing the coursework data is "Reach." As highlighted by Nastišin
(2017), though known as an older metric, reach remains crucial in evaluating the extent of
audience exposure. This KPI measures the number of users exposed to brand content or
messages through various channels: organic reach, where the content appears when they
like, follow, or actively visit the brand site; paid reach through advertising; and viral reach,
influenced by the interaction of their friends on social media platforms (Voorveld, et al.,
2018). While 78% of marketers aim to enhance audience engagement (Ashley and Tuten,
2015), given its significance in influencing brand trust and brand building (Moro, et al.,
2016), reach becomes a crucial metric to monitor. To achieve substantial engagement,
brands must initially reach a large audience. Tracking the number of people reached enables
social media managers to assess the potential reach of a campaign. Specifically, content
with broad accessibility benefits the brand by increasing awareness, and if the content is
creative, it may prompt customer engagement. Research shows that Facebook advertising is
considered the biggest driver of organic reach and page likes. This can explain why Facebook
is a leading platform for social media advertising and consumer engagement, with
businesses allocating a significant portion of their social media budgets to it (Voorveld et al.,
2018).
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Facebook
After analyzing factors affecting reach, including “Hour”, “Type of content”, and
“Theme”, we have identified several key insights and trends to optimize the effectiveness of
content on this platform. First is the impact of the “Hour” factor. In general, the majority of
total reach comes from organic reach during specific time frames, particularly from 1-4 am
and 8-9 am, sharply declining after 10 am. This suggests that brands strategically choose
times when the content reaches a broad audience, such as 8 or 9 am, and invest in paid
reach during these time frames. The next factor is “Type of content”. In terms of total reach,
photo is the content type with the greatest influence, accounting for 72%, followed by video
with 15% (Figure 2). This trend is consistent in organic reach, but there is a difference with
paid reach, where the influential content types are video (73%), link (15%), and photo (13%)
respectively. This insight reinforces the need for brands to measure metrics to effectively
allocate resources for their intended purpose. Next is the impact of “Theme” on post reach
and paid reach for an audience that has liked the page. Content from Theme 2 has the
highest reach, while Theme 4 has the lowest. Conversely, for posts with paid reach, content
from Theme 4 reaches the most people, Themes 2 and 3 being the least effective. This leads
to the conclusion that “Theme” is also correlated with the reach metric.

Figure 1. Influence of "Hour" on " Lifetime Post Total Reach"

8
 Figure 2. Influence of "Type of Content" on "Lifetime Post Total Reach"

Figure 3. Influence of "Theme" on "Lifetime Post Reach by people who like page"

Twitter
Our group analyses important metrics for tracking the performance of Tweets,
including impressions, engagements, and engagement rates. By tracking impressions,
indicators show the popularity of Tweets when measuring how far they can go on social
media. Engagements describe the audience's interaction with Tweets, such as retweets,
replies, likes, and clicks on URLs. The engagement rate is the percentage of people who
interact among those who have been reached. A high engagement rate generally indicates
that the Tweets may be resonating well with the audience, as more people interact with
them. Through these metrics, social managers can identify the types of Tweets that attract a
9
high number of interactions, creating content that is beneficial for their purposes (Chen,
2021).
Figure 4 displays a detailed breakdown of engagement metrics throughout different hours
of the day. Two prominent insights emerge: firstly, audiences exhibit varying actions
towards Tweets, with a notable surge in URL clicks. Peak engagement hours span from 8-10
am, 2-5 pm, and 7 pm across all four engagement metrics, while 5-7 am and 9-10 pm
register the lowest interactive engagement levels. The trend indicates that engagement
fluctuates throughout the day, gradually increasing from the morning and peaking at 8-9
am, followed by a post-1 pm rise, albeit generally lower than the morning peak.

Figure 4. Influence of "Hour" on "Tweets engagements"

Next, the report analyses the impact of “Themes” on impressions and engagement rates
(Figure 5). While there is a disparity in the Theme's effect on the two metrics, Theme 2
stands out with the highest number of impressions and engagement rates. Conversely,
Theme 4 registers the lowest values, suggesting that content aligned with Theme 2 attracts
a larger audience and higher interactions. On the other hand, Tweets from Theme 4 might
not be as widely seen and may attract a lower audience interaction compared to other
Themes, regarding impressions, Themes 1 and 3 exhibit almost identical impacts. However,
when it comes to engagement rate metrics, Theme 3 also boasts a notable percentage
(26%).

10
Finally, the team explored the impact of the "Month" on engagements (Figure 6), revealing
a clear correlation. April emerges as the month with the highest user engagement,
consistently high from January to July, plummeting abruptly in August. Low engagement
persists until the year's end, reaching its lowest point in December.
In summary, all three factors—“Hour”, “Theme”, and “Month”—affect performance
metrics, suggesting the need to optimise Tweet schedules by aligning with peak
engagement periods and prioritising Themes generating higher impressions.

Figure 5. Influence of "Theme" on "Impression" and "Engagement Rate"

Figure 6. Influence of "Month" on "Engagements"

CRM
According to the analysis, the general trend shows an increase in the number of
sponsors, but the shape of the chart representing the indicators has not changed
significantly. This implies that there are not many changes in factors related to sponsorship.
Specifically, the top 10 correspondence countries remain unchanged in both number and
order, with the UK having the highest number of donors. The majority fall within the age
range of 21 to 58, accounting for 85% (2019) and 79% (2020). Additionally, there is no

11
significant difference in the primary sectors of sponsors. Primary Sector 1 remains the
largest contributor in both periods, while Primary Sector 5 has the lowest contribution. The
chart reveals that almost all sponsorship amounts fall within Tier 2, suggesting this is a
reasonable level at which sponsors are most willing to donate. In short, based on the CRM
data, this report suggests focusing on regions like the UK for targeted sponsorship outreach
and developing sponsorship packages that align with the sponsors' financial capability for
higher success rates.

Figure 7. Dashboard: Factors influencing sponsorship/Donation in Q1,2 (2020)

5. Recommendations

In the previous section, the report provided relevant recommendations while

highlighting insights and trends. Here are two recommendations for brands to effectively
utilise social media
Prioritise metric measurement
Frequently undertake metrics measurement to refine the social media approaches,
maximize impact, and ultimately contribute to the overall success of the business in the
digital landscape. As highlighted before, the in-depth analysis of actual data across
Facebook, Twitter, and CRM platforms illuminates numerous factors influencing the efficacy
of activities on social media, whether they involve interactive content or advertising plans.
The identified trends from the report can serve as valuable reference points for companies,
providing a foundation for strategic decisions. However, the impactful value lies in the

12
continuous measurement and analysis of these metrics. By doing so, companies can extract
insights and key trends on their chosen social networking platforms. Subsequently, this
knowledge empowers them to develop applicable strategies, including reasonable
selections of posting times and content types that resonate most effectively with their
audience, fostering heightened customer engagement.

Integrate findings for a comprehensive strategy

This recommendation suggests the company maximize the power of integration by
consolidating insights from analyses across various social media platforms. The competitive
landscape online poses a threat for managers seeking to leverage social media advertising to
engage customers effectively (Chauhan, 2011). Furthermore, these tools provide many free
resources for businesses to exploit, emphasising the importance of creating social
networking sites on diverse platforms and reaching customers. Integration across social
media channels brings numerous benefits, allowing companies to gain profound insights
into the behaviours, habits, and preferences of their target audiences on different
platforms. This understanding becomes instrumental in crafting creative and consistent
content that resonates with diverse audience segments, thereby significantly increasing the
likelihood of success.

6. Limitations
While the report points out valuable insights from social media analytics by analysing
data, it also recognises limitations in data quality, selective field choices, and collaborative
challenges.
Data quality
The quality of the provided data is suboptimal. The dataset, consisting of three files
for Facebook, Twitter, and CRM, requires extensive filtering to remove erroneous data, such
as blanks, from all files. This filtering process introduces confusion, as there is a need for
meticulous checks to ensure accurate filtering because incorrect filtering can affect the
amount of data and the accuracy of the analysis results.
Selective data fields

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 The report acknowledges a limitation in leveraging information from the provided
data files. Data fields are judiciously chosen based on team consensus to define KPIs and key
metrics. This selective approach results in the analysis of only pertinent data to derive
insights and trends. To enhance the depth of findings, the report recommends leveraging
available content to analyse additional KPIs and metrics for a more comprehensive strategy.
Difficulty in sharing dashboards
Generating dashboards in Excel poses challenges in terms of sharing results. This
limitation is both time-consuming and confusing, as any updates require resending the
document file to the group chat. With a team of four members working on separate Excel
files, collaboration becomes cumbersome, involving numerous file exchanges for accuracy
checks, content and design discussions, and comments. While Excel is undoubtedly a smart
tool, this limitation hinders seamless collaboration.

14
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Appendix A: Group working process

Figure 8. Gantt chart of group working process

17
Appendix B: The importance of social media
Social media performs its role through many functions, for example as a platform for
brands and their consumers to openly communicate and connect, then adding value for
both parties (Powers, et al., 2012), enabling marketers and users to effectively manage
available information on brands and products (Cambria, et al., 2012). In this case,
maintaining communication with the audiences and customers and cultivating a strong
online presence are extremely important tasks for businesses. De Vries, et al. (2012) state
that brands can efficiently interact with and address customers by lending an ear to them.
Similarly, businesses should pay attention to customer complaints and feedback to identify
potential issues, ultimately leading to customer satisfaction (Dwivedi, et al., 2015). On the
other hand, maintaining a presence on social media sites to keep the audiences updated
with the information is essential (Palmer, 2012) and important for marketing purposes
(Podobnik, 2013).
The visual illustrations of Kemp (2020) show the expansion of social media among the
population. With 59% of the world's population using the internet, 49% of them are active
on social networking platforms. According to Statista (2023), the number of social media
users worldwide reached 4.59 billion in 2022, and this number is projected to increase to
almost six billion by 2027. Additionally, the average time spent on social media per day is
151 minutes, which has increased by 40 minutes since 2015. These statistics highlight the
pervasive influence of online connectivity in today's global society and its potential impact
on businesses and marketing strategies. Accordingly, using social media helps businesses
"generate growth in sales, ROI, and positive word of mouth" (Kumar, et al., 2013), and
timely distribute information, emphasising its remarkable quality in comparison to other
traditional channels (Lugmayr, 2012).

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 Figure 9. Number of social media users worldwide from 2017 to 2027 (in billions) (Statista, 2023)

Figure 10. Digital in 2020: the essential headline numbers (Kemp, 2020)

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Appendix C: Social media analytics tools

Figure 11. Social media analytics tools comparative analysis (Nanda & Kumar, 2021)

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Appendix D: L'OFFICIEL Vietnam case
As of May 2023, L'OFFICIEL Vietnam caused outrage among the audience by posting content
with sensitive statements related to Vietnamese history. Severe criticism from the
community led the brand to delete the related posts and issue an apology. However, due to
the virality, this brand became the focus of criticism.

Figure 12. The sensitive statement and apology post of L'OFFICIEL Vietnam (L'OFFICIELVietnam, 2023)

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Appendix E: Dashboards

Figure 13. Facebook dashboard

Figure 14. Twitter dashboard

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 Figure 15. CRM dashboard

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Appendix F: Explanation of some details about the data

Table 2. Explanation of some details about the data

Theme code Theme

1 Acquisition message
2 Retention message
3 Corporate social responsibility
4 News
Primary Sector code Primary Sector
1 Education
2 Consultancy
3 Retail
4 Travel
5 Government / Other
Type of sponsorship/donation Detail
donor/ alumni who donates to us more than £500 per
Tier1 year
Tier2 donor/ alumni who donates £100-499 per year
Tier3 donor/ alumni who donates £1-99 per year

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