Wear a shield of armour and know only the ruthless will survive - werkgeversreview Senior Marketing Manager bij PepsiCo

2,0
10 feb 2009
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Strong resume builder --- opens many doors; you will definitely work on some cutting edge marketing programs, and see how marketing absolutely impacts sales. You will also learn in-depth how grocery store marketing operates very differently than broad consumer marketing programs, and learn how to bring the two programs to common ground.

Minpunten

"every person for themself" --- this is not "we will do it as a team" environment, but rather "this was my idea and I'm claiming all the glory." Unfortunately, some very good people are stepped on, and in order to rise above, you will be dedicating your life to the company. Work-life balance is lip-service, where HR programs in place to create harmony and balance are not relevant to those in marketing.

Ontdek andere reviews over PepsiCo

5,0
15 feb 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Good job for the money

Minpunten

Long hours and physical labor

4,0
6 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

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.

Minpunten

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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