<P> The next Secretary struggled to address this problem . Philip Lyttelton Gell was appointed by the Vice-Chancellor Benjamin Jowett in 1884 . Despite his education at Balliol and a background in London publishing, Gell found the operations of the Press incomprehensible . The Delegates began to work around him, and the university finally dismissed Gell in 1897 . The Assistant Secretary, Charles Cannan, took over with little fuss and even less affection for his predecessor: "Gell was always here, but I cannot make out what he did ." </P> <P> Cannan had little opportunity for public wit in his new role . An acutely gifted classicist, he came to the head of a business that was successful in traditional terms but now moved into uncharted terrain . By themselves, specialist academic works and the undependable bible trade could not meet the rising costs of the Dictionary and Press contributions to the University Chest . To meet these demands, OUP needed much more revenue . Cannan set out to obtain it . Outflanking university politics and inertia, he made Frowde and the London office the financial engine for the whole business . Frowde steered Oxford rapidly into popular literature, acquiring the World's Classics series in 1906 . The same year saw him enter into a so - called "joint venture" with Hodder & Stoughton to help with the publication of children's literature and medical books . Cannan insured continuity to these efforts by appointing his Oxford protégé, the Assistant Secretary Humphrey S. Milford, to be Frowde's assistant . Milford became Publisher when Frowde retired in 1913, and ruled over the lucrative London business and the branch offices that reported to it until his own retirement in 1945 . Given the financial health of the Press, Cannan ceased to regard scholarly books or even the Dictionary as impossible liabilities . "I do not think the University can produce enough books to ruin us," he remarked . </P> <P> His efforts were helped by the efficiency of the print shop . Horace Hart was appointed as Controller of the Press at the same time as Gell, but proved far more effective than the Secretary . With extraordinary energy and professionalism, he improved and enlarged Oxford's printing resources, and developed Hart's Rules as the first style guide for Oxford's proofreaders . Subsequently, these became standard in print shops worldwide . In addition, he suggested the idea for the Clarendon Press Institute, a social club for staff in Walton Street . When the Institute opened in 1891, the Press had 540 employees eligible to join it, including apprentices . Finally, Hart's general interest in printing led to him cataloguing the "Fell Types", then using them in a series of Tudor and Stuart facsimile volumes for the Press, before ill health led to his death in 1915 . By then, OUP had moved from being a parochial printer into a wide - ranging, university - owned publishing house with a growing international presence . </P> <P> Frowde had no doubt that the Press's business in London could be very largely increased and was appointed on contract with a commission on sales . Seven years later, as Publisher to the University, Frowde was using his own name as an imprint as well as' Oxford University Press' . This style persisted till recent times, with two kinds of imprints emanating from the Press's London offices . The last man known as' Publisher to the University' was John Gilbert Newton Brown, known to his colleagues as' Bruno' . The distinctions implied by the imprints were subtle but important . Books that London issued on commission (paid for by their authors or by some learned body) were styled' Henry Frowde', or' Humphrey Milford' with no mention of OUP, as if the Publisher were issuing them himself, while books that the Publisher issued under the rubric of the university bore the imprint' Oxford University Press' . Both these categories were mostly handled by London, while Oxford (in practice the Secretary) looked after the Clarendon Press books . Commission books were intended as cash cows to fund the London Business's overheads, since the Press did not lay aside any resources for this purpose . Nevertheless, Frowde was especially careful to see that all commission books he published met with the Delegates' approval . This was not an uncommon arrangement for scholarly or antiquarian presses . </P>

The best known publication in the music business and considered the bible of the business is