Question 1

Can you keep Oracle Cloud ERP, EBS and JD Edwards content separate?

Accepted Answer

Yes, and it matters, because each has a different buyer and a different clock. Fusion customers live with quarterly updates and want to know what each one changes for their finance team. EBS customers want an honest view on whether staying on 12.2 for longer is sensible under Oracle’s published support policy, or whether waiting simply stores up work. JD Edwards customers want to keep 9.2 current through Continuous Innovation releases without a disruptive project. We give each product its own pillar, interview the consultants who live in that product, and avoid blending them into one generic Oracle message that every Oracle shop could publish. Industry still matters inside each product: JD Edwards stories often come from mixed-mode manufacturing, distribution or asset-intensive operations, while Fusion finance stories can come from almost any sector, so we follow your client base rather than a generic list. EBS customers in particular value content about running both worlds during a phased move, such as keeping reporting consistent while some entities are on Fusion and others are not. Asset-intensive JD Edwards customers care about maintenance and capital planning in ways a distribution business does not. Customers running several Oracle products, perhaps Fusion financials alongside JD Edwards manufacturing, need content that explains how the pieces coexist.

Question 2

How do you avoid overstating what a Fusion migration involves?

Accepted Answer

We write from your consultants’ method, not from Oracle marketing. An interview with the lead who ran an assessment gives us the real sequence: data cleansing, integrations, reporting, controls and the people who have to change how they work. Posts can be candid about where projects get hard, which reads as expertise rather than a warning. A nominated consultant signs off every technical claim, including product names, quarterly release references and support dates, before the post is scheduled. If a statement depends on licensing, region or a specific cloud service, the post says so rather than implying it applies to everyone. Posts can also cover what stays the same, such as approval rules or reporting a finance team relies on, because reassurance about continuity persuades as much as a list of new capabilities. Customers leaving heavily customised EBS environments also want to know how extensions are handled in the cloud, so posts explain your team’s approach without jargon. Testing strategy for quarterly updates deserves explanation too, because it is a recurring cost of the cloud that buyers often underestimate. Conversion rehearsals and parallel period-end closes are milestones a migration post can describe without promising dates.

Question 3

We hold Oracle PartnerNetwork Expertise. Can posts mention it?

Accepted Answer

If you hold it, yes, in Oracle’s current wording for your track and product family. Oracle awards Expertise by product family, cloud service or deployment scenario, and partners choose a Build, Service or Sell track in the cloud path, so a vague ‘Oracle partner’ line throws away a real point of difference. We confirm exactly which track and Expertise you have before it appears anywhere, check the wording against Oracle’s own description, and never imply a status you have not earned. Where a credential is renewed or changes, we update the posts that reference it. If your firm holds credentials in several product families, we decide with you which ones support this audience, rather than listing every badge in every post. Oracle also runs Industry Healthcare and License and Hardware tracks, so we make sure posts describe the track that matches your Oracle ERP work rather than a neighbouring one. Partner case studies that Oracle has published about your firm, where they exist, can be referenced and linked, which carries more weight than self-description.

Question 4

How do you talk to finance and IT in the same feed?

Accepted Answer

By alternating rather than compromising. Finance leaders want to hear about close times, controls, reporting and what changes for their team; IT leaders want integrations, security, environment strategy and how quarterly updates are tested before they reach users. A post that tries to satisfy both usually reads like a brochure. We tag each post to one reader, interview the consultant closest to that concern and write in that reader’s language. The quarterly review then shows which side needs more airtime, and leadership profiles can carry the finance argument while the company page handles release news. Formats differ too: finance readers respond to a worked example of a faster close or a cleaner audit trail, IT readers to a diagram of the integration pattern or a test plan for the next quarterly update. Audit committees and controllers are another audience worth occasional posts, especially when a migration changes how controls are evidenced. Procurement and HR leaders appear in some Fusion programmes as well, and a post written for them can open doors that finance-led content does not. Payroll, treasury and tax specialists are occasional readers too, and a single well-aimed post for them can be remarkably effective.

Question 5

Will our Oracle consultants spend hours on this?

Accepted Answer

No. We interview them about the work, then write, design and publish the posts, carousels included. Their main task is checking: a nominated consultant reviews the technical claims before scheduling. For Oracle content that usually means release names, product names, module scope and support dates, because a post that confuses EBS terms with Fusion terms will be noticed by exactly the people you want to impress. We batch interviews where we can, so one conversation can feed several posts across the month. When Oracle publishes readiness material for a quarterly update, a short interview with the consultant who has read it is often enough for a timely post, written while competitors are still summarising release notes. Consultants can also suggest topics as they work: a short note after a tricky integration or an awkward close can become next week’s best post. Leaders who attend Oracle user groups or partner events can also turn those days into short field reports.

Question 6

We sell Oracle Cloud ERP to companies that also look at NetSuite. How should we handle that comparison?

Accepted Answer

Openly, and on fit rather than criticism. Both products come from Oracle, so knocking one rarely helps and buyers notice when it happens. The useful post sets out the criteria your consultants actually use: the number of legal entities and currencies, how complex the finance and procurement processes are, the integration landscape and the internal team that will run the system. A short carousel can walk a finance leader through those questions, and a leadership post can describe a time your team steered a client towards whichever option suited them, which earns more credibility than any feature table. We avoid unverified claims about either product, and your nominated consultant approves the comparison wording before it is scheduled. If Fusion is the only product you deliver, the posts say so plainly.

LinkedIn marketing for Oracle partners

Results from our last three ERP success stories

For firms on every side of Oracle ERP

Cloud service partners

EBS and JD Edwards specialists

Cloud sell and licence partners

Cloud build partners

Oracle ERP expertise, lost in the feed

Posting happens when someone has time

Every channel tells a different story

Technical buyers tune out marketing

How we run LinkedIn for an Oracle ERP practice

Separate plans for Fusion, EBS and JD Edwards

Writing from consultant interviews

Design: carousels and visuals

Publishing and reporting

Recent work for ERP consultancies

Case study carousel

Thought leadership post

LinkedIn article banner

Consultant profile

Our latest win for an ERP consultancy

Structured marketing programme for a specialist IFS implementation partner

Oracle ERP topics worth testing

Leaving E-Business Suite for Fusion: when and how

What each quarterly Oracle Cloud ERP update changes

Staying current on JD Edwards EnterpriseOne 9.2

A finance close, before and after Fusion

Your first 90 days

Kickoff and consultant interviews

Content pillars and the first month’s calendar

Writing and technical sign-off

Publishing at the agreed cadence

Monthly report and quarterly review

Ascension vs the alternatives

What our ERP clients say

Three ways to run LinkedIn with us

Strategy & Direction

Done With You

Done For You

Oracle ERP questions, answered upfront

Oracle ERP marketing guides

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LinkedIn content strategy for ERP consultancies with long sales cycles

Let’s map your Oracle ERP content