Lesser of evils - RSR Route Sales Representative PepsiCo Employee Review

3.0
Feb 7, 2016
Recommend
CEO approval
Business outlook

Pros

Even though you will work a lot of hours, you can pretty much be lazy and get by, as long as you don't have safety incidents or let unsaleables get out of control DSLs are either too lazy or too busy to be on your case about things.

Cons

With few a exceptions (not all routes are created equal) if you want to make money you will be working an insane amount of hours, so is it really worth it? You are expected to bring product into stores to make sales goals whether it's needed or not. So the better you can lie to people,the better you will do. ZERO concern for work-life balance. Big pay cuts slowly rolling out company wide with the elimination of commission pay.

Explore other reviews about PepsiCo

5.0
May 15, 2026
Recommend
CEO approval
Business outlook

Pros

Solid structure, goals are attainable, strong leadership.

Cons

Fortune 50 company comes with restructuring and potential employees headcount resizing.

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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