Media in India Gystar Content investment doubles, as about $ 3.6 billion flows on programming this year, with plans to increase spending in 2026, according to Vice President Shankar.
Speaking at the top of the world of voice entertainment in Mumbai (WavesShankar revealed the company’s aggressive content strategy while highlighting the explosive growth capabilities of the media market in India.
In 2024, the company spent [INR]25,000 crores [$3 billion] On the content alone. In 2025, this number went to [INR]30,000 crushers [$3.6 billion]And the number will end next year [INR]32,000-35,000 crores [$3.8-4.1 billion]Shankar told the interview Vivek Courto from Media Partners ASIA. “During three years, we spent more than 10 billion dollars.”
since 8.5 million dollars merger From JIO’s Reliance with Disney’s Indian origins, Jiostar challenged the skeptical of industry by developing all of its paid traditional TV works. The company is now proud of half a billion visitors, although Shankar refused to confirm specific common numbers, which was recorded in the last 200 million in April.
“The narration was that the paid TV had died. The narration was that the excellent broadcast area was a limited area ranging from 15 and 20 million subscribers,” said Shancar. “The paid TV has added numbers, and has not lost the numbers since we met, because we focus very much.”
On the importance of the ability to afford costs in the Indian market, Shankar stressed: “If you only sell to 15-20 million people, you can priced them with any value you want. But if your ambition transmits it to 300 million people or half of people, you should maintain the ability to bear the costs in the middle in your strategy.”
He attributed the price sensitivity as a major engine for the growth of the media in India. “The complete explosive growth of cable and satellite semester has occurred in this country because the leaders of the cable and satellite industry kept the price sensitivity in the market. We need to be sensitive to prices.”
Shankar criticized media companies worldwide for their failure to create liquefaction models. “Seventy years ago, newspapers were taking ads and shipping. To this day, the latest media company is still subscribing to.”
He expected the entertainment market in India to double at a value of $ 30 billion within five years if companies are following a deeper distribution and developing content specifically designed for Indian fans. “There is a need for depth and new brands,” Shankar said, with a focus on opportunities at the third and four cities.
The executive authority also addressed the challenges of the theatrical market in India, noting that although Bollywood in the Indian language has struggled, the southern Indian films industries are still flourishing-the difference in its proportions to the development of the content that failed to keep pace with the audience’s changing preferences in the north.
In the future, Shankar urged the organizers to avoid homogeneous regulations through various platforms. “If the media companies have not invented enough, the organizers are more backward,” he said. “You still hear talks about” all screens must be treated both “… but you cannot do that. Then you will kill the value in both companies.”
