This study sought to establish the implementation of strategic choices of public universities in a competitive liberalised higher education. A descriptive research design and study sample size of 75 people was used in the study guided by Glenn Israel formula from the study population of 300 persons. The research used self-administered questionnaires and structured interview to collect data. Content analysis and Statistical Packages for Social Sciences were employed in the analysis of data. The findings revealed that competition that emerged from liberalised higher education played a critical role in influencing strategic choices the University of Zambia undertook in order to maintain a competitive advantage over others (Chi-Square test of goodness of fit=29.55, df = 9 & Asymp. Sig = 0.001). The findings further revealed that UNZA in its strategic choices instituted strategic measures to generate own financial resources to meet all operational costs. These strategic measures included but not limited to increase enrolment of students, introduce new market driven degree programmes, charge cost reflective tuition fees and invest in infrastructure development. The findings also indicated that in order to remain competitive, UNZA embarked on strategic responses such as growth strategy, product differentiation strategy and price-skimming strategy. The study recommended the University of Zambia should, invest in Communication and Marketing, use ICT innovations in higher education service delivery and invest in physical and virtual infrastructure. For the University to remain financially viable, it was recommended that the University Management should employ strategic planning and strict budget controls besides others.