Merchandising - Full Time Merchandiser PepsiCo Employee Review

2.0
Nov 13, 2015
Recommend
CEO approval
Business Outlook

Pros

Hourly. Boss not looking over shoulder. Mileage paid. Can be a workout depending on person. Vacation in the first year. Get too see and interact with a lot of people in the cities. Get an iphone for work.

Cons

Lack of communicating between you and manager. Work till the job is done, regardless how long the day/night it is. They got rid of raises. I went 4 years only to get a 5 cent raise. Now all merchandisers regardless of time worked get same rate. Hard on the body, you will get injured in some way. Debatable how they treat you after you are injured. Only 4 personal/sick days a year. Vacations/personal days have to be scheduled, not guaranteed to have off even requesting 6 months in advance.

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PepsiCo Response
10y
We appreciate your feedback and advice to management as we are continually looking for ways to strengthen communication between employees.

Explore other reviews about PepsiCo

5.0
Jun 15, 2026
Recommend
CEO approval
Business Outlook

Pros

Pay, schedule, team, job, and benefits

Cons

Workload, hours, store managers, turnover, and drive time

4.0
May 6, 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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