Used to be one of the best...now, not so much. - Anonymous employee PepsiCo Employee Review

1.0
15 Sept 2015
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Not too many, if any at all. Most people are pretending to be content, while actively looking for other jobs. A shadow of it's former self.

Cons

Poor management and HR. Managers and supervisors leaving in large numbers. Low cost of living pay for the most expensive place to live in the country. Pay not competitive. Management is vindictive and petty. HQ clearly knows what (and who) the issues are here, but have chosen to let them continue. Even the hourly employees are disgusted with the lack of professionalism, tact, and backbone of the organization. They are leaving as well.

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PepsiCo Response
10y
Thank you for taking the time to share feedback from your experience. We appreciate the feedback as creating a strong community where our employees feel valued and supported is important to us.

Explore other reviews about PepsiCo

5.0
15 Feb 2026
Recommend
CEO approval
Business outlook

Pros

Good job for the money

Cons

Long hours and physical labor

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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