I think the expression the GP was referring to (which would have been common in 90s workstation vendors selling to engineering/scientific customers) wasn't so much about accounting software specifically as big finance and business systems in general. This would include the high-availability, data center big iron supporting things like transaction processing, inventory and business processes in general. The kind of stuff companies like SAP can sell at $5M a year to one customer with so many modules I'd have trouble even remembering how they all fit into the overall global operations of a F500 firm. IBM and others could make stupid amounts of money selling computers, storage, networking, services and consulting around this stuff (and they still do).
None of that software was "packaged" in the way desktop and workstation-centric people like me think of it and unlikely to be reviewed as products by PC Mag or Infoworld. For example, I had a friend in the 2000s who worked at Intel in "operations" try to explain the project he was working on to me. It was a multi-year, multi-million dollar software module + integration + customization contract with SAP that was focused on tracking, managing, projecting and optimizing Intel's product SKUs, which apparently number in the tens of thousands across variants, versions and geos. I never really got a thorough understanding of what it actually did but it was expected to take five years to implement and hundreds of people across multiple divisions worked hours a day in it and it was 'mission critical'. I asked what would happen at the end of five years and he told me it would certainly run at least a year or two over and then they'd probably start a new contract to work on the next iteration of a system to replace it (because that was, apparently, pretty normal).
None of that software was "packaged" in the way desktop and workstation-centric people like me think of it and unlikely to be reviewed as products by PC Mag or Infoworld. For example, I had a friend in the 2000s who worked at Intel in "operations" try to explain the project he was working on to me. It was a multi-year, multi-million dollar software module + integration + customization contract with SAP that was focused on tracking, managing, projecting and optimizing Intel's product SKUs, which apparently number in the tens of thousands across variants, versions and geos. I never really got a thorough understanding of what it actually did but it was expected to take five years to implement and hundreds of people across multiple divisions worked hours a day in it and it was 'mission critical'. I asked what would happen at the end of five years and he told me it would certainly run at least a year or two over and then they'd probably start a new contract to work on the next iteration of a system to replace it (because that was, apparently, pretty normal).