????商學(xué)院是科爾證明自己的一種方式,?？茽栐谝粋€(gè)單親家庭長大，她的母親離開了她的父親,，科爾幫助母親帶大了自己的兩個(gè)妹妹,。家里的經(jīng)濟(jì)狀況緊張?！拔铱偸窃噲D證明,，出身決定不了我的命運(yùn)，”科爾說,?！斑@就是我的動(dòng)力。我希望用一切能夠代表職業(yè)成就,、代表學(xué)位的東西來告訴世界,，我要成為一個(gè)與眾不同的人?；蛟S不一定是個(gè)更好的人,，但一定是個(gè)與眾不同的人?！?/p>

????科爾在商學(xué)院對(duì)私募股權(quán)投資產(chǎn)生了興趣,，她還獲得了一個(gè)主持Cinnabon的工作機(jī)會(huì)【Cinnabon是Focus Brands的子品牌，而后者的東家是私募股權(quán)投資公司羅克資本（Roark Capital）】,?？茽栔按饝?yīng)貓頭鷹餐廳，她在財(cái)產(chǎn)案解決之前會(huì)一直留在公司,。因此,，羅克資本替她把職位保留了6個(gè)月，直到她在2010年10月入主Cinnabon,。

????經(jīng)濟(jì)衰退對(duì)Cinnabon造成了巨大沖擊,，讓一些加盟商僅僅只能維持生存。這個(gè)品牌在商場和機(jī)場的滲透率很高,，而這些地方隨著消費(fèi)者削減開支也出現(xiàn)了客流量下降的現(xiàn)象,。科爾關(guān)閉了表現(xiàn)不佳的特許經(jīng)營單位，重新改造了門店,，增加了食物分量不同的品種,，還關(guān)閉了飲料吧臺(tái)。她說：“我把2010年和2011年稱為清理和重啟之年,?！钡搅?012年，這家公司新開的門店數(shù)量已經(jīng)超過了關(guān)閉的門店,。目前,，Cinnabon正在經(jīng)歷7年來銷售額以及增長率表現(xiàn)最佳的3個(gè)年頭。

????在科爾的掌控之下,，Cinnabon的消費(fèi)品牌屬性和它專營糕點(diǎn)生意的屬性都得到了發(fā)展,。它品牌標(biāo)志性的肉桂出現(xiàn)在了商店貨架上超過60種的商品當(dāng)中（有經(jīng)典的皮爾斯伯里肉桂卷、國際喜悅咖啡奶精以及家樂氏麥片,，而這些只是其中幾個(gè)例子）,。Cinnabon還跟漢堡王（Burger King）和塔可鐘（Taco Bell）這些連鎖快餐店達(dá)成了餐飲服務(wù)許可協(xié)議。

????科爾說,，就像克里奈克斯紙巾（Keleene）或施樂復(fù)印機(jī)（Xerox）一樣,，Cinnabon就是自己產(chǎn)品的同義詞，這個(gè)因素正幫助所有跟Cinnabon品牌相關(guān)的產(chǎn)品達(dá)到接近10億美元的銷售額,?？茽栂Ｍ@個(gè)品牌能夠擁有奧利奧（Oreo）那樣的辨識(shí)度和持久的生命力，后者最近剛剛迎來了自己的101周年紀(jì)念日,。這個(gè)夢想可能看起來很宏大,，但科爾從來不會(huì)因?yàn)檫@種原因而停下腳步。（財(cái)富中文網(wǎng)）

????譯者：王燦均???

????Business school was a way to validate herself. Growing up, her mother had left her father, and Cole helped raise her two younger sisters. Money was tight. "I was always trying to prove I wasn't defined by where I came from," Cole says. "That was the driving force. Everything that could be a professional accomplishment or degree was a way I was hoping to tell the world I'd become something different. Maybe not better, but different."

????Cole took an interest in private equity at business school and was offered a job to head up Cinnabon. (Cinnabon is part of Focus Brands, which is owned by private equity firm Roark Capital.) She'd promised Hooters she'd stay on until the estate was settled, so Roark held the job for her for six months until she joined in October 2010.

????The recession had hit Cinnabon hard, leaving some franchisees in survival mode. The brand has a large presence in malls and airports, which saw traffic drop as consumers cut back. Cole closed underperforming franchise units, remodeled locations, added portion size variety, and blew out the beverage platform. "I call 2010 and 2011 clean up and reset," she says. By 2012 the company was opening more locations than it was closing. It's currently having the best three years of sales and growth that the brand has had in over seven years.

????On Cole's watch, Cinnabon is becoming as much of a consumer brand as it is a franchise-bakery business. Its signature cinnamon appears in more than 60 items on grocery store shelves (there's the classic Pillsbury cinnamon roll, International Delight coffee creamer, and Kellogg's cereal, just to name a few). It also does food service licensing with outlets like Burger King (BKW) and Taco Bell (YUM).

????Cole says that like Kleenex or Xerox, Cinnabon is synonymous with its product, a factor that's helping sales from all Cinnabon-related goods near $1 billion. Cole wants the brand to become as recognizable and long lasting as Oreo, which recently celebrated its 101st birthday. That may seem like a big dream, but that's never stopped Cole before.