you are working as a Scrum Master in a software development team on a large software product. The software is primarily

[answerhappygod]

you are working as a Scrum Master in a software development team
on a large software product. The software is primarily for
transaction processing in financial institutions. Five other teams
in your software company are also working on this
product.
Given that the product has been on the market for a few years
now, your company has already attracted a significant number of
customers who are actively using the product. While you are
generally happy that the product is successful, the success also
comes with some strings attached: If one of your big customers has
a problem with the existing configuration options and/or features
and perceive the problem as important, they would often call your
company’s top management to press for quick changes and updates in
that area.
As a result, your manager frequently comes to your team and
wants your team to work on urgent topics in order to keep the big
customers satisfied. Of course, this is always on top of what your
team has already committed to for the sprint you are in. These
interruptions are not easy to handle and run counter to the idea of
working only on the highest priority elements in your sprint
backlog.
Please discuss your options and give a feasible recommendation
how to handle the problem without overthrowing your agile
development approach.