If I succeeded in one area, I was failing in another. Regardless of how much I accomplished it just wasn't enough! - District Sales Leader PepsiCo Employee Review

2.0
20 Oct 2009
Recommend
CEO approval
Business outlook

Pros

The company always tried to come up with ways to grow. HQ finds it just as important to grow as do the salespeople and managers. The company was supportive with equipment and finally technology.

Cons

Company is overly politically correct and doesn't promote due to merit. One must be in the young up and comer crowd hired by the promoting manager. Pay increases extremely gradual. HR was inconsistent to when they stood behind disciplinary processes. Almost every holiday we had dog and pony shows to waste our time for hours and hours to impress Senior Management with unsustainable and unrealistic market tours.

Explore other reviews about PepsiCo

5.0
14 Dec 2025
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Flexible Great teams Competitive pay

Cons

New rules removing fully remote as an option

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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