Just when you start to make decent money, company steps in and cuts the whole facility. - RSR Route Sales Representative PepsiCo Employee Review

2.0
3 Mar 2010
Recommend
CEO approval
Business outlook

Pros

Work is always available, even in bad economy, company still will be there. People always buy junk food.

Cons

2009 had my best year yet as a RSR ($60,000) after 10yrs., started at around $37,000, so what happens next? Route re-engineering, now stand to lose about $10-15,000 this year. Management tries to sugar coat the cut, "well now with 5 stores to do instead of 3, and average 10 hours of OT per week, we should still be right around, $55,000. Employees that have been with the company over 15-20 yrs., have nothing positive to say about the company, I wished I would have listened to them from day 1, I just figured they were grumpy old men, but now I see why. Planned on retiring with this company, instead now I'm looking for another job, and quickly.

Explore other reviews about PepsiCo

5.0
15 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Pay, schedule, team, job, and benefits

Cons

Workload, hours, store managers, turnover, and drive time

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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