Route Sales Representative - RSR Route Sales Representative bei PepsiCo: Mitarbeiterbewertung

2.0
13. Mai 2015
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CEO-Befürwortung
Geschäftsprognose

Pros

Great benefits and Ok compensation

Kontras

You will never see your family or friends ever again. A typical work week consists of 60-80 hours per week. Very physical work and on your needs most of the day. You start work very early, typically around 3 or 4am and wont be done until 4 or 6pm. Forget about weekends as you will have split days off. I had Sundays and Wed for my days off, this is horrific as you can never spend any time with the family. Also say good-by to your holidays as you will work the most during these times of the year. Unless you get a job at the headquarters run from this company as you will loose everything dear to you. They will do nothing to alleviate your pressure and have a very high turnover. Moreover, you are always on pins and needles as people get fired all the time as a strategy to avoid law suites.

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Reaktion von PepsiCo
11y
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5.0
15. Feb. 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Good job for the money

Kontras

Long hours and physical labor

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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