Walk the walk, not talk the talk. - Recensione dipendente - Supply Chain Finance Analyst presso PepsiCo

3,0
25 mag 2016
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good Compensation, Decent 401k match/options, and great family leave options.

Svantaggi

Can be a very political environment. Often hard work is appreciated, but if you don't know the right people, your advancement will be very difficult. Upper management and board have become hypocritical. You initiate cost-cutting programs, but then give the CEO an almost 20% raise. Meanwhile, the average yearly increase for the "foot soldiers" is 0 or ~2% for an average review.

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Risposta di PepsiCo
10y
Thank you for the feedback. We are constantly striving to create and maintain a culture where employees feel valued, appreciated and satisfied with their jobs. Your feedback matters.

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5,0
25 apr 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Working conditions are acceptable. Fellow employees are friendly and helpful.

Svantaggi

None that I can think of.

4,0
6 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

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.

Svantaggi

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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