Set up to fail - Merchandiser bei PepsiCo: Mitarbeiterbewertung

1,0
20. Okt. 2016
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CEO-Befürwortung
Geschäftsprognose

Pros

I was Interviewed for the merchandiser position, and it was a setup to fail from the start they give you 15 mins to move a pallet restack it and put it in a display rack then change the display rack at the end. There is no way to do this.

Kontras

You have 15 mins to complete the entire exercise its not possible without killing yourself plus you have these big safety glasses and a vest you are trying to keep on and not get stuff hung on it plus warehouse is hot to.

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5,0
28. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Kind, Hardworking, Resilient Crew. Great culture and work environment for all levels.

Kontras

Expectations were unclear. I think the quality of intern project and guidance could be better.

4,0
6. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Worked for PepsiCo for 10 years across four locations in Pennsylvania, Delaware, and Florida. Gained experience in multiple sales and operational roles while supporting account growth, merchandising, and customer relationships. Florida locations were especially well-operated and efficient. PepsiCo provided competitive pay, solid benefits through Keystone, and a good vacation package compared to competitors in the beverage industry. The company also offered strong sales incentive programs, earning rewards such as Orlando Magic floor seats, Pro Bowl tickets, Apple Watches, and Yeti cups for exceeding performance goals and driving sales results.

Kontras

While PepsiCo promotes internal growth opportunities, many promotions and leadership opportunities appeared to favor college internship hires over long-term internal employees. In some cases, newer college-based management pushed corporate initiatives without fully understanding local market realities or account volume trends. For example, innovation products were sometimes forced into low-volume accounts where sell-through was unrealistic. Operationally, certain delivery processes could be improved, particularly with Tropicana products being stored in coolers on trucks for extended periods, which could impact product quality and increase waste. Work-life balance could also be challenging, as sales representatives commonly worked 50–60 hour weeks. Expectations from corporate leadership were often unrealistic, especially when customer representatives and drivers were expected to fully stock stores while servicing 15+ accounts per day. Experiences could also vary depending on whether locations were union or non-union operated.

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