PepsiCo Merchandiser - Part-time Merchandiser PepsiCo Employee Review

3.0
Dec 1, 2016
Recommend
CEO approval
Business Outlook

Pros

-Merchandising managers will usually let you go home after you complete your route unless there is another employee slacking on their route which you will then have to cover for. -Met a lot of new people and was able to network. -55 cents per gallon for travel added up if you drive an economy car. -If you want the extra hours and work hard you will get called to come in.

Cons

There is some micromanaging. Every sells representative prefers their store to be certain way so good luck trying to please. You will usually get blamed for someone else's mistake. Coworkers judge even though it should reflect on management. Some of the routes make no sense. A lot of merchandiser team leads brought in more income than the sells representatives which is supposedly a promotion.

Explore other reviews about PepsiCo

5.0
Dec 14, 2025
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Flexible Great teams Competitive pay

Cons

New rules removing fully remote as an option

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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