Significant changes are underway in the energy industry with nationwide dynamic pricing studies and initiatives. Federal energy policy and individual utility investments converge on AMI with the strategy to support dynamic pricing while improve operations and service reliability. Demand response and smart grid initiatives are often planned sometimes separately, but oftentimes in conjunction or coordination with AMI.

With billions of dollars in capital investment, consumer satisfaction, and public image at stake, taking an enterprise-wide view of all related initiatives is imperative. If planned and executed effectively, Enterprise Network AMI will have enormous positive implications within the energy market:

• Markets setting a new foundation for resource management and information capacity.
• Utilities and regulators acing the test of public scrutiny by demonstrating positive impact on the energy consumer while improving conservation and environmental protection.
• Utilities enhancing shareholder value by improving operating performance and reliability simultaneously.

1. Meter-AMI implements a dedicated, usually proprietary AMI technology oftentimes in isolation of other applications focused around a meter supplier. While many suppliers promote Meter-AMI solutions, this is not consistent with the historical purchase pattern where most utilities spread their asset/infrastructure purchases across multiple suppliers. Conversely the agnostic meter network strategy is a similar course to fixed network automated meter reading (AMR).
2. Data Center AMI implements AMI alongside other initiatives separately managed and often integrated in parallel at the data center using systems integration strategies such as Enterprise Data Management (EDM).
3. Enterprise Network AMI (ENA) combines the requirements from multiple initiates into a common framework employing standards and interoperability at all levels (e.g. devices, network, and data center). ENA is distinctly different from other technologies by leveraging interoperable infrastructure rather than integrating proprietary, single-purpose components.

• AMR projects are curtailed as regulators and utilities see a dead end to AMR proprietary, single-purpose components.
• All device product portfolio investments in AMR can no longer be leveraged into AMI. Developing a similar connectivity suite has risk of execution and time-to-market delay.
• Fixed Network and Mobile AMR solutions cannot be migrated to AMI creating a clean slate for R&D efforts at major AMR providers. Also it means as these suppliers announce AMI product strategies their customers become vulnerable to predator strategies.
• Solid-state revenues for meter supplier are increasingly tied to automation as compared to stand-alone installations.
• Advanced function AMI costs have become comparable to AMR meaning more benefits available at equal costs.
• Open standards are getting a significant play within utilities and the AMI world.
• IT is becoming more involved in decision-making and strategic network initiatives such as broadband.
• Demand management, using price and control-based methods, is seen as the fifth fuel and a way to mitigate price volatility and reduce greenhouse emissions.