I got a lot of those too, it meant I inevitably did a little bit of free tech support for my customers. In the end I felt it was worth it as they raved about the quality of support and it was a real differentiator - not to mention built a lot of brand loyalty (and internal staff loyalty too once I grew enough to build out a team - they derived real satisfaction from actually solving problems instead of playing ping-pong).
I agree regarding the need to triage at scale, unfortunately most large companies I've encountered fail to do this well and seem ill-equipped to accept high quality bug reports of edge case defects generated by expert users (save for the odd exception that arrives by social media from someone who happens to have enough followers to get their attention outside the regular support pipeline).
In my experience this doesn't usually boil down to a systems issue (the ticketing systems etc. exist that should theoretically allow for eventual escalation to the right engineer/developer) but a corporate culture thing (the company just doesn't prioritize customer feedback especially at the level where staff who actually deal with customers interface with the teams that write/maintain the software). Often it's genuinely valued at the C-level (the Bezos story of calling Amazon"s tech support line during an exec meeting is a fun example) but diluted somewhere between them and the rank-and-file.
(Ps. I'm not arguing with you and appreciate you took the time to craft a thoughtful reply)