Inside the growth of the most controversial brand in the wellness industry.
The New York Times
On a Monday morning in November, students at Harvard Business School convened in their classroom to find Gwyneth Paltrow. She was sitting at one of their desks, fitting in not at all, using her phone, as they took their seats along with guests they brought to class that day — wives, mothers, boyfriends. Each seat filled, and some guests had to stand along the back wall and sit on the steps. The class was called the Business of Entertainment, Media and Sports. The students were there to interrogate Paltrow about Goop, her lifestyle-and-wellness e-commerce business, and to learn how to create a “sustainable competitive advantage,” according to the class catalog.
She moved to the teacher’s desk, where she sat down and crossed her legs. She talked about why she started the business, how she only ever wanted to be someone who recommended things. When she was in Italy, on the set of “The Talented Mr. Ripley,” she’d ask someone on the crew about, say, where the best gelato was. When she was in London, on the set of “Shakespeare in Love,” she asked a crewmember where to find the best coffee; in Paris, she asked an extra where to find the best bikini wax; in Berlin, the massage you can’t miss. She wasn’t just curious. She was planning this the whole time.
