Don't work as merchandiser if you want a life - Merchandiser PepsiCo Employee Review

2.0
Jun 11, 2016
Recommend
CEO approval
Business outlook

Pros

Great Pay Ins 401k Holiday Pay Full time work Company is a Powerhouse in Indiana Floating Holiday Union Teamsters Free boots Free pop at office

Cons

Over work you . Give you 15 hrs of work to do in 8 and get mad at overtime. Then the next week will put you on 7 days a weeks with all kinds of over time. if your out of the city no help at all with over25 pallets as guys in town have less and get helpers. Treat merchandisers like dogs . Sales people order way to much products. No life as your to sore or tired to do anything.

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PepsiCo Response
10y
We appreciate your feedback. It is important to us that our employees feel valued and respected, and that they are treated equally. If you think we have violated our code, we encourage you to report it at http://www.pepsico.com/company/SpeakUp.

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5.0
May 15, 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
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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