Greedy Sales and Marketing Culture - Merchandiser PepsiCo Employee Review

2.0
25 Dec 2016
Recommend
CEO approval
Business outlook

Pros

Great starting pay for part timers Company is taking market share from rivals Good vacation time and personal days if you are allowed to take them Company tries hard to promote diversity

Cons

Merchandisers are treated like outsourced temporary help with no path for advancement. Fulltime merchandisers hours are being cut to make room for part-timers that are poorly trained and unproductive. Sales reps can make your life horrible by channel stuffing and lying to the customers in order to get big orders and commissions. Big Soda is in serious decline. New products are horrible and contain too much caffeine. The company relies on heavy discounting to maintain market share. Merchandisers are forced to work long weekend hours with no breaks while sales reps work no show day shifts. Pay for performance is a joke.

Explore other reviews about PepsiCo

5.0
16 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Great company culture, fun people to work with

Cons

Lots of departments are silo'd and things move slowly

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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