Pepsico Simba “Cadre Deployment” - Sales Development Representative (SDR) PepsiCo Employee Review

1.0
Sep 10, 2025
Recommend
CEO approval
Business outlook

Pros

A great company with so many opportunities for growth and development.

Cons

Compromised recruitment internally and Externally. They don’t consider your qualifications or experience or even your contribution but connections they call it “cadre deployment”. A number of them in positions without a basic Matric certificate and hire each others family members through channels not directly. Internal candidates without connections undermined and ignored regardless of how many awards one gets for hard work and dedication. They don’t care! Externally candidates without connections it’s tough to get in especially entry positions. Just apply for positions that require extensive experience and proper qualifications to increase your chances of being successful.

Explore other reviews about PepsiCo

5.0
Jul 1, 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Great Company to work for.

Cons

Not that many cons to be honest.

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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