First and worst experience! - Mitarbeiter (anonym) bei PepsiCo: Mitarbeiterbewertung

1,0
28. März 2014
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

You'll end up burdening with work, which might benefit you with a broad based experience, its up to you to judge it as it comes.

Kontras

You'll take a century to rise up, until you have friendly familiarity with "the bosses", work - life balance sucks, long tiresome processes with no base level empowerment so basically even if someone wants to direct/guide you they won't be able to: extreme concentration of power with full fledged distribution of deliverables, The company is falling and it intends to throw you in the pit before it lands there, so that you're there as a base!

Mehr Bewertungen zu PepsiCo entdecken

5,0
15. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Solid structure, goals are attainable, strong leadership.

Kontras

Fortune 50 company comes with restructuring and potential employees headcount resizing.

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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