Horrible, if I could give them less than 1 star I would - Anonymous employee PepsiCo Employee Review

1.0
Aug 10, 2016
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Some health benefits, 401k, occasionally you get free t shirts.

Cons

Atrocious pay, no work-life balance whatsoever, management is clueless, they pay interns a higher hourly wage than employees (real motivating). The company wasted thousands of dollars at my facility alone in unused signage/displays/point of sale material and then wasted thousands more in renting dumpsters to throw it all away. However, they were more than happy to cut wages, hours, holiday meals (we were told we would no longer be having any celebrations for any holidays), etc. This was a good place to work 10 years ago but the culture has completely changed and any of the managers with any sense left years ago.

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PepsiCo Response
9y
Thank you for taking the time to voice your concerns. We appreciate your feedback.

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5.0
May 15, 2026
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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
May 6, 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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