I think that's valuable, but depends on the organization. At a company I worked at engineering used to go on customer visits, but the "customers" were the executives and managers who make buying decisions and put forth requirements. However, these were not the folks who actually used the product. Their opinion was important (gotta sell it) but it was NOTHING like what we saw in support.

The the few times end users were there, they clearly did not give their honest opinion in front of their bosses. And really even folks giving feedback who use a product are poor at doing son.

But support is where the rubber hits the road and folks actually encounter real issues that they can't solve on their own and create real pain points that will come up.

In my example there were still a lot of issues we'd take back to engineering and they'd say something that amounted to "but they said they don't use it that way" and it was a real chore to get engineering to understand the difference between what an executive asks for / some of the requirements they were given, and what the real user does / needs / asks for. Understandably engineering resources were sometimes irked by this, and support often took the hit politically because of it. It was one of the reasons I got out of support despite getting along with the engineering teams really well.