Living the dream - District Sales Leader bei PepsiCo: Mitarbeiterbewertung

2,0
13. Okt. 2011
Empfehlen
CEO-Befürwortung
Geschäftsprognose

Pros

Pay is better than most DSD companies Benefits are still pretty good Long-term relationships built with co-workers and customers Security of a nationally known company with good products Competitive environment

Kontras

Work/life balance is preached but not readily seen Working every holiday except for Thanksgiving and Christmas cause a lot of missed family gatherings Benefits are declining from what they were years ago Expectations are unrealistic at times in role-responsible for many thing out of control span Changing culture to expand talent pool has limited promotional opportunities from within Pay while better than most DSD companies does not equate to responsibilities and time invested Everyone above DSL role has their priorities that are dumped off on DSL and field

Mehr Bewertungen zu PepsiCo entdecken

5,0
28. Mai 2026
Empfehlen
CEO-Befürwortung
Geschäftsprognose

Pros

Kind, Hardworking, Resilient Crew. Great culture and work environment for all levels.

Kontras

Expectations were unclear. I think the quality of intern project and guidance could be better.

4,0
6. Mai 2026
Empfehlen
CEO-Befürwortung
Geschäftsprognose

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.

Kontras

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.

Bewertungen anzeigen nach: Hilfreich|Sterne|Datum|Alle