ABSTRACT
To this point in the book we have laid out the ways in which institutions of higher education appear to us to act in the four key revenue markets of student enrollments, research, public fiscal support, and private giving. We have argued that schools choose a multidimensional strategy consistent with their present position in terms of reputation and prestige. We have illustrated some of the choices that institutions make in each of the four revenue markets and highlighted some differences among the three basic strategic types that are so important that we label institutions on the basis of these strategies. But we have not said very much about the relative importance of each of these four markets for a given institution, why and how an institution decides to act in each market, and what the impact of such decisions might be.
