Good experience but no where to go - Manager PepsiCo Employee Review

2.0
Mar 8, 2011
Recommend
CEO approval
Business Outlook

Pros

Just 2 advantages: stable position (if that's what you want) and SAP centric shop

Cons

- Management is not well organized - Sever lack of implementation methodology, lets say key pieces are puzzled together during the project that should be firm before the start of the project - "too many heads" leading the SAP program, which leads to different mission statements - program is setup as functional silos and there is very little cross-teamwork - hard to get the recognition deserved (ex: there is no consultant reward/recognition program) - at one time the program consisted of 50% consultants. - if you perform above and beyond your role, its somehow devalued as "just doing your job well" in your performance review

Explore other reviews about PepsiCo

5.0
May 15, 2026
Recommend
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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