Working in a difficult situation - RSR Route Sales PepsiCo Employee Review

1.0
Jul 7, 2015
Recommend
CEO approval
Business Outlook

Pros

Not many, it is a paycheck and a place to go to everyday. Co-workers are nice, understand that everyone is in the same boat with Frito.

Cons

VROT - how in the world do they figure it? Everyone has a different explanation and none make sense. Health insurance - they start taking out premiums more than a month before you are eligible and if you leave, it ends with no reimbursement of the non-existent insurance. Long days and chaos/confusion in the "bins". Loading a truck at the end of a 12 hour day with no real structure and order to a warehouse is awful. Managers or DSLs don't offer any help or explanations - you have a one with one every week, but nothing gets resolved. They want to put a check in the box and move up in the corporate world.

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PepsiCo Response
10y
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Explore other reviews about PepsiCo

5.0
Apr 25, 2026
Recommend
CEO approval
Business Outlook

Pros

Working conditions are acceptable. Fellow employees are friendly and helpful.

Cons

None that I can think of.

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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