As with the JSTOR project, part of the initial rationale for Project MUSE was to respond to the growing budgetary crisis in humanities academic publishing. Again, the critical success factors have been the organisation’s vision, strategy and ability to evolve ‘in dynamic ways’, supported by collaborative approaches and tiered pricing structures. MUSE leaders were – and are – also willing to take risks. The end result has been an attractive product that people want to buy into because – as for example in the case of libraries and the need to make savings – it gives them what they want and need. In other words, it adds value at a price or a cost they can afford.