Former Merchandiser - Full Time Merchandiser bei PepsiCo: Mitarbeiterbewertung

3,0
21. Sep. 2015
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CEO-Befürwortung
Geschäftsprognose

Pros

Great pay, great management. They truly care about their employees and make it known by making sure we had all supplies needed, spoke with bothersome store managers and employees to better our working conditions, and by providing lunch, clothing, sweepstakes, and other incentives on a seemingly weekly basis. Management takes employees side in every conflict unless employee is proven to be in the wrong. They want to retain all employees, so it is very difficult to be fired. Great job security.

Kontras

Work time very difficult to adhere to as a single parent. With the great job security comes lazy employees who should be fired, but are still hanging on and making job harder for those who actually work. The stores they send you to vary wildly, despite promises to keep you close to home. You can end up working 15-20 miles from your house on a regular basis.

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Reaktion von PepsiCo
10y
Thank you for your thoughtful and constructive feedback.

Mehr Bewertungen zu PepsiCo entdecken

5,0
16. Apr. 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great company culture, fun people to work with

Kontras

Lots of departments are silo'd and things move slowly

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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