Great place...could be better, Pepsi needs to get back to it's roots as true branding pioneer. - Anonymous employee PepsiCo Employee Review

3.0
2 Sept 2008
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Resume builder... the people are generally very smart and competent -- but the best thing about PepsiCo on your resume.... is PepsiCo on your resume.

Cons

The only way to make really good money at Pepsi is to leave....then return at a much higher salary. Far too often -- the corporate culture rewards style over substance as the dritical employee trait, as is indicated by the common internal catch-phrase "pepsi pretty". Pepsi has gone from beinga true brand powerhouse, to being a barn full of bean counters .... it will catch up soon. Innovation is truly dead. But this is not uncommon where many strong branding/marketing companies are putting folks that should be CFOs, into CEO positions [Indra Nooyi].

Explore other reviews about PepsiCo

5.0
15 May 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
6 May 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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