Working at Frito-Lay as an RSR - RSR Route Sales Representative bei PepsiCo: Mitarbeiterbewertung

2,0
9. Juli 2009
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CEO-Befürwortung
Geschäftsprognose

Pros

Depending on the location, it can be a good place to work. Good benefits, ability to make all right money if you're patient.

Kontras

DSL's are concerned with one thing: making themselves look good. No numbers, no promotion. The management gives lip service to code of conduct; they put pressure on RSR's to do whatever it takes to get their numbers. Watch your back--blame rolls downhill and will stop at you. You should document everything. There are some good DSL's, but they seem to be in the minority. Do not expect integrity, and do not expect your leadership to back you up--they'll throw you under the bus if it will help their career. Watch your back--you're expendable. If you want to move up in the ranks, get used to being a yes man or woman and telling management how good they are!

Mehr Bewertungen zu PepsiCo entdecken

5,0
7. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great pay, strong growth in leadership

Kontras

Long hours during the summer

4,0
6. Mai 2026
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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.

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