Tuition resets decrease an institution's published tuition price to more closely align it with the actual net price most students pay. The strategy is employed to increase the institution's applicant pool, yielding more admits with the ultimate goal of increasing enrollment and net revenue for the institution. The research project examined critical performance indicators of a tuition reset at a small, private, single-gender, non-profit, liberal arts institution in the Southeast. The performance indicators were enrollment, enrollment of economically disadvantaged students, diversity, retention, and graduation rates. A phenomenological methodology was employed to examine the changes in the institution's culture based on the lived experiences of study participants. Institutional documents, materials, and outcome information provided the data. Semi-structured interviews with 15 stakeholders in various roles with the institution (faculty, staff, and alumnae) helped understand the institution's culture changes after the tuition reset. The following findings emerged from this study: (1) enrollment increases were short-lived, (2) enrollment of economically disadvantaged students did not increase, (3) the tuition reset had a positive impact on the enrollment of a more ethnically diverse student body, (4) retention rates were not positively affected by the tuition reset, and (5) graduation rates have not increased since the tuition reset. The study's findings and the participants' lived experiences reveal several implications for practice proposed to assist other institutions considering implementing a tuition reset as part of a revised pricing and enrollment management strategy. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]