Stay away from Frito Lay if you want to have a life. - DSL bei PepsiCo: Mitarbeiterbewertung

1.0
13. Jan. 2009
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Pros

For a person who likes to stick their noses up the boss's ass you will get ahead. The technology at Frito and Pepsi is years ahead of the competition.

Kontras

Bad Management. Poor communication. Back- Stabbing encouraged. Management plays favorites. Operations has a bigger say than sales.

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5.0
23. März 2026
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Geschäftsprognose

Pros

People are nice and supportive, hard working

Kontras

Commute is rough in NYC

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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