Each day was new with something different. - Recensione dipendente - District Sales Leader presso PepsiCo

4,0
16 mar 2011
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

If you want more then job but a career Frito-Lay offers oppertunties for all. Must have your own goals and be able to go in the direction, forcasts and goals the team is going. Not afraid to ask for advice or help and be able to help other team members. Pay and comp. is high compared to like industries. (Retired after 30 years and have no regrets)

Svantaggi

Must not be afraid of hard work or long hours. If you do not enjoy working with people or as a team Frito-Lay would not be for you. Must learn to balance work with family. (sometimes its best to shut it down and go home.)

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5,0
28 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

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

Svantaggi

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

4,0
6 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

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.

Svantaggi

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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