Long hours, no holidays off, and a management team focused only on magic sales numbers and not lives of their team. - RSR Route Sales Representative PepsiCo Employee Review

1.0
25 Dec 2011
Recommend
CEO approval
Business outlook

Pros

Secure company with established market share and top products. Decent pay.

Cons

Extremely early and long days, including weekends and all hollidays. Management consisting of inexperienced college grads that were chosen to meet diversity goals, not for their fit in the job. The company cares 100% about it's sometimes rediculous sales plans and innitiatives, but 0% about the happiness of it's worker ants that carry the company year after year. Repeating saftey meetings every year do not show a care for the employees but rather a fear of the employees suing them. Overall I would have to say that the culture of this company needs an extreme turnaround, but I am fairly certain that it is beyond the point of return.

Explore other reviews about PepsiCo

5.0
13 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Good Work for the job

Cons

Long hours for the job

4.0
6 May 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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