BIS, the technology division of PepsiCo - werkgeversreview Senior IT Analyst bij PepsiCo

2,0
25 mei 2014
Aanbevelen
Goedkeuring directeur
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Pluspunten

If you have a technological niche, you have job security. The work-life balance exists for family emergencies and health issues.

Minpunten

Lack of direction in the BIS division of PepsiCo leaves many feeling like they are spinning their wheels. Uncertain future as more BIS jobs are being outsourced. Benefits have steadily declined over the last 5 years PepsiCo wide and it appears that trend will continue. The company used to be very employee centric. Since Indra Nooyi took over the focus has changed to cutting costs where ever possible so double digit growth can be maintained.

Ontdek andere reviews over PepsiCo

5,0
26 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Great opportunities and areas for growth

Minpunten

Location based for most roles

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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