💁‍♂️ Alexander Zharov Unveils Key Gazprom-Media Strategies

The chief executive also detailed the group’s business structure, international expansion, technological framework, and talent development principles.

Three Pillars of Strategy and the Attention Economy

Zharov explained that the holding company—which employs over 11,000 people (60% full-time staff and 40% project-based contractors)—is built upon three strategic pillars: multi-channel content production, international cooperation, and digital development.

The core mechanism for ROI is the “unified attention time” model, developed in partnership with Mediascope. Content is sequentially monetized across all available distribution windows: first on linear TV via advertising revenue, subsequently on the video-hosting platform Rutube and the Premier streaming service via subscription models, and in the final phase through third-party content licensing.

The second strategic vector—international distribution—targets BRICS and MENA markets, with a strong focus on China and India. The third pillar involves continued investment in digital platforms and recommendation engines. Notably, Rutube’s ad revenue is projecting exponential growth: from 2 billion rubles in 2025 to at least 7 billion rubles in 2026, targeting 12 billion rubles by 2027.

Replacing Hollywood and Deep Market Research

Zharov noted that since 2022, the company has expanded its original content production by approximately 30% year-over-year. Despite the presence of over 500 foreign titles in domestic theaters in 2025, domestic feature films generated over 75–78% of total box office gross. Out of nine films that surpassed the 1-billion-ruble milestone in local box office receipts, six were distributed by Central Partnership, a GPMH subsidiary.

To effectively hit audience targets, the company relies on comprehensive market research. Following a study analyzing the evolution of the cinema hero over the past 40 years, the group is concluding a extensive two-year research project examining the cultural code of Russia’s regions, conducted alongside academic scholars and industry experts. This data directly informs production slates mapped out at least two years in advance (given production cycles of 10–12 months for unscripted TV, 1 year for scripted series, and up to 2 years for feature films).

AI Limits and Workforce Adaptation Barriers

Zharov expressed skepticism regarding the complete replacement of creative professionals by artificial intelligence, framing neural networks as purely applied tools for data analytics and information gathering. In his view, AI lacks emotional intelligence and cannot convey an author’s unique creative energy, while utilizing public large language models like ChatGPT introduces significant risks of diluting franchise originality.

Regarding talent development, the chief executive called for a fundamental transformation in how universities and corporate entities collaborate. Zharov criticized the outdated “build us a computer lab and leave” model, proposing joint integrated programs where theoretical lectures are immediately paired with practical workshops led by industry practitioners. The CEO cited low adaptability to teamwork, strict deadlines, and constructive feedback as the primary challenges facing young specialists, emphasizing that the company is prepared to invest in educational initiatives provided there are guaranteed results by 2027.