Many tuition-driven private colleges and universities struggled for economic survival in the first decade of this millennium. The current study views higher education from a two-good framework that posits that every college and university provides teaching and service for the societal good while generating revenue from traditional business-like practices (B. Weisbrod, Ballou, & Asch, 2010). This study sought to understand the strategic and tactical planning philosophies and practices within financially successful Christian colleges and universities as well as the practices that allowed these institutions to remain faithful to their mission. Through a case study approach, I identified and researched three colleges that demonstrated financial success for the academic years 2006-07 through 2009-10, comparing the cross-case analysis against the literature regarding best business practices. From these findings I concluded with recommendations that mission-driven institutions of higher education seeking to remain financially successful and true to their mission should first ensure that they have distinctive missions through which the institution views all institutional practices. Second, ingrain a flexible strategic planning mentality within the institution that is clearly and inextricably linked to the mission. Third, operate the basic institutional functions of the college like a business, ensuring that earned tuition fully supports campus operations. Fourth, make institutional advancement an institutional priority. Finally, diversify the institutional portfolio, consistent with the mission, in order to hedge against market changes in demand from specific demographics or professions. [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://www.proquest.com/en-US/products/dissertations/individuals.shtml.]