Contractors Treated Very Poorly - Recensione dipendente - Dipendente anonimo presso PepsiCo

2,0
25 nov 2010
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Coworkers at similar level in company seem very welcoming and friendly. Campus is vast and their facilities are vast despite despite the lack of ability to provide a desk or cubicle.

Svantaggi

Surprised that in such a large corporation that was not given proper equipment to properly carry out expected tasks and some areas of management spread so thin that they are unable to understand scope of work that is outside their own expertise. Politics very high and mostly negative in nature especially towards contract workers. People protective of their jobs since merger with Pepsico is suspect to the angry tone of many.

Esplora altre recensioni su PepsiCo

5,0
15 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Solid structure, goals are attainable, strong leadership.

Svantaggi

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

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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