RSA - RSR Route Sales Representative bei PepsiCo: Mitarbeiterbewertung

1.0
25. Mai 2017
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CEO-Befürwortung
Geschäftsprognose

Pros

The benefits are still good.

Kontras

The job stinks now. Frito Lay use to be a great company to work for. The direction they are heading is not pro employee at all. They want you to pre-order cstores up to a week in advance which in itself is a total rip off to your customers but to add insult to injury they are basing are pay now on hitting sales plan. Sooooo....they are cutting your wage by 30% and making you earn it back only if you are hitting plan....and here's the other nugget....if you are missing plan they will take even more of your paycheck away. I thought re-engineering was bad when I took a 25% pay cut in one year. Now I get to take a minimum of 30% EVERY YEAR!!!!! WHAT a sad company. Line the pockets of upper management and the shareholders at the cost of its front line employees.

Mehr Bewertungen zu PepsiCo entdecken

5.0
13. Apr. 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Good Work for the job

Kontras

Long hours for the job

4.0
6. Mai 2026
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CEO-Befürwortung
Geschäftsprognose

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.

Kontras

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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