Great consumer products company - Anonymous employee PepsiCo Employee Review

3.0
12 Jun 2012
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

It's great to walk down the aisle at the grocery store, see bag a chips or box of cereal and think "I helped make and deliver that product!" PepsiCo has been a great place for me so far in my career. The company highly values people ratings which means many opportunities to share experience and effort with other people in the company. I most enjoyed the opportunity to do a fundraiser or work at the foodbank or one of the many other sanctioned activities.

Cons

While training budgets exist, they are quite often unreliable or non-existent. I've many challenges with the organziation priority setting and clarification. Manage can go a long time without communicating, which is expecially difficult when the company is working hard to make major changes.

Explore other reviews about PepsiCo

5.0
7 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great pay, strong growth in leadership

Cons

Long hours during the summer

4.0
6 May 2026
Recommend
CEO approval
Business outlook

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.

Cons

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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