It is not American in India - AM - Human Resources PepsiCo Employee Review

2.0
Jan 2, 2015
Recommend
CEO approval
Business Outlook

Pros

The company has very good systems and processes driven from top management; Lot to learn .

Cons

1. Even tough the company is American, it hardly has the culture in India. There is lot of politics and most of the times, it supersedes the company policy and values. 2. Even tough the company claims it is transparent, it is definitely not so. One example would be their recent transition of entire north and east business in India into a Franchise model. The employees are communicated only a month before and asks them to join the franchise without giving any alternate. 3. Code of Conduct and Values are followed very seriously yet it is followed for name sake. They are seen as a tool to blackmail employees rather than to motivate and inspire, thus making the employee experience very poor.

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.

3
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