Great wlb and benefits but slow advancement - Software Engineer bei PepsiCo: Mitarbeiterbewertung

4.0
24. Okt. 2024
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CEO-Befürwortung
Geschäftsprognose

Pros

Great benefits, flexible schedules and work from home

Kontras

18 month period before internal advancement makes it slow to up level

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Reaktion von PepsiCo
1y
¡Gracias por tu reseña y por destacar nuestros esfuerzos en bienestar, balance de vida y beneficios! Nos alegra saber que valoras estos aspectos de tu experiencia en la empresa. Al mismo tiempo, apreciamos tu retroalimentación sobre las oportunidades de avance. Nos comprometemos a seguir mejorando nuestros programas de desarrollo y a encontrar formas de apoyar el crecimiento profesional de cada miembro del equipo. Tus comentarios son muy valiosos y nos ayudan a crecer como empresa. ¡Gracias nuevamente por tomarte el tiempo de compartir tu opinión con nosotros!

Mehr Bewertungen zu PepsiCo entdecken

5.0
26. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great opportunities and areas for growth

Kontras

Location based for most roles

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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