Solid company doing business the right way. - Unit Sales Manager bei PepsiCo: Mitarbeiterbewertung

5,0
14. Nov. 2009
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CEO-Befürwortung
Geschäftsprognose

Pros

This organization truly cares about it's people. They continually measure progress of employee satisfaction and take real steps for improvement at every location. There is a passion throughout the organization for customer service. There is scorecarding for almost every possible dimension of the business that automatically gives feedback about individual and team performance.

Kontras

One of the frustrations in working in this organization is related to one of it's strengths - scorecarding. With an organization this large, staffed with smart, motivated people, you frequently run across individuals who manage their scorecard performance to the detriment of the overall organization. These same people are rewarded for performance while leaving the truly committed employees to pick up the slack.

Mehr Bewertungen zu PepsiCo entdecken

5,0
7. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great pay, strong growth in leadership

Kontras

Long hours during the summer

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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