I must emphasize that piggybacking on another company's products as the foundation of your own offering carries significant risks. Although it might appear advantageous initially, especially if the underlying product is widely adopted, the long-term viability of such a strategy is questionable.

In the rapidly evolving world of technology, the underlying product you are piggybacking on is likely to undergo continuous improvement and updates. As the product evolves, the features and options available to users will expand, potentially rendering your offering obsolete. If your product does not differentiate itself from the underlying product, it will struggle to compete with the enhanced features and options offered by the original product.

Furthermore, the success of piggybacking is often influenced by the relationship between your product and the underlying network. As we have seen in the case of PayPal and eBay, a symbiotic relationship can lead to mutual benefits. However, this is not always the case, as demonstrated by the struggles of apps that have relied on Facebook for growth but faced challenges when the social media giant changed its news feed algorithm.

While piggybacking on another company's products can provide short-term gains, it is essential to recognize that this approach may not be sustainable in the long run. As an IT architect, I would advise startups to focus on developing their unique value proposition and differentiating themselves from the underlying product they are leveraging. This will not only help them navigate the challenges posed by the evolving technology landscape but also secure their position in the market.