Belmont Abbey College was on the verge of closing when a new president took office in the spring of 2004. Enrolment at the private liberal arts college had dropped to just over 500 students, and net revenues were insufficient to support ongoing operations. Belmont Abbey College was not alone in facing dire financial prospects, however. Higher education in general confronted an array of challenges due to dramatically escalating costs and a significant decline in the number and economic circumstances of prospective students. The president made efforts to strategically position the college in attempting to mitigate costs. In 2014, would his efforts over the last decade—including a bold and perhaps risky move to compete directly on the basis of price—pay off and secure future enrolment?

Belmont Abbey College was on the verge of closing when a new president took office in the spring of 2004. Enrolment at the private liberal arts college had dropped to just over 500 students, and net revenues were insufficient to support ongoing operations. Belmont Abbey College was not alone in facing dire financial prospects, however. Higher education in general confronted an array of challenges due to dramatically escalating costs and a significant decline in the number and economic circumstances of prospective students. The president made efforts to strategically position the college in attempting to mitigate costs. In 2014, would his efforts over the last decade-including a bold and perhaps risky move to compete directly on the basis of price-pay off and secure future enrolment?