Good company for the most part - Anonymous employee PepsiCo Employee Review

5.0
15 Feb 2017
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Good rewards package, solid job security. Excellent training and development opportunities. Managers are generally very good and pepsico tends to only recruit very good people. Massive company with many departments gives scopes for lots of personal growth if you are willing to put in the effort. Company puts a lot of effort into ensuring it is a safe and secure place to work.

Cons

Functions do not talk to each other leading to massive waste and duplication. Initiatives such as Smart Spend attack moral by taking away a lot of the benefits of working here. Health is hardly on the agenda at all, issues such as stress are rife with a lot of people suffering.

Explore other reviews about PepsiCo

5.0
15 May 2026
Recommend
CEO approval
Business outlook

Pros

Solid structure, goals are attainable, strong leadership.

Cons

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

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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