Abstract
This paper provides a case study of the successful relaunch of a university press. Founded in 1899, Liverpool University Press was restructured in 2004. This paper presents some of the strategies, opportunities, and threats encountered and utilized in the first 10 years of the new entity. Key changes included the establishment of an arms-length relationship with the parent university for both commercial and qualitative control and responsibility; a deliberate strategy of differentiation; and active commissioning internationally within a tight editorial focus on specific subject fields.
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