Route sales rep/trainer/sales specialist - RSR Route Sales Representative PepsiCo Employee Review

1.0
Jan 29, 2016
Recommend
CEO approval
Business outlook

Pros

Decent money, great products. Higher tenure guys are rewarded with first choice picking routes and vacations.

Cons

Decent money, great products. Corporate PepsiCo/frito lay keeps cutting the pay of their frontline employees. Performance pay is coming to my location and the moral of the entire sales team is the lowest I've seen in 20 years. You get penalized on your paycheck for not working 50+ hours. Ive haven't even thought of leaving this company since day one, but now I think about it daily. They have no care about the lives of there employees, but will shell out multi millions in sponsorship and advertising with no second thought. Indra needs to be canned or Frito Lay needs to leave PepsiCo. This company is a shell of what it used to be. All the speaking with truth and candor has gone out the door. We need a union, unfortunately we are too overworked to put it together.

Explore other reviews about PepsiCo

5.0
Apr 16, 2026
Recommend
CEO approval
Business outlook

Pros

Great company culture, fun people to work with

Cons

Lots of departments are silo'd and things move slowly

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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