If you value time with your family, and hate stress, never, ever work for Pepsi Bottling Group - werkgeversreview Kam bij PepsiCo

1,0
12 jul 2008
Aanbevelen
Goedkeuring directeur
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Pluspunten

The healthcare benefits are wonderful.

Minpunten

It is completely about politics. Many lazy people who go to the topless bars with their bosses, and go out for drinking get promoted. Meanwhile, those that do an honest day's work get left behind. The pay is a joke for the work you do. Pepsi has many unbelieveable hurdles to meet. And when they are not met, they play the blame game for reasons why the numbers had not been me. They rarely look at the fact that they underpay the employess, expect them to work on assigned holidays, weekends. Yet if you are in the "club" you can get away with murder.

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5,0
15 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Solid structure, goals are attainable, strong leadership.

Minpunten

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

4,0
6 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

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.

Minpunten

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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