IT Dept at Pepsi - Micro Managers - Database Administrator bei PepsiCo: Mitarbeiterbewertung

3.0
4. Okt. 2008
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CEO-Befürwortung
Geschäftsprognose

Pros

Decent Technology platform. Bonus program that starts pretty early in the pay bands.

Kontras

Where to start... There are MicroManagers at every level. These managers have little regard for the people that work for them. This is especially evident when they are making decisions about moving people from team to team. Year-end reviews and promotion decisions turn into popularity contests rather than based on what people actually contribute. Management always plays games with salary increases each year - telling you that times are tough and you weren't going to get anything, but I went to bat for you and got you 2%.

Mehr Bewertungen zu PepsiCo entdecken

5.0
15. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Solid structure, goals are attainable, strong leadership.

Kontras

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

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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