Sales District Leader - District Sales Leader PepsiCo Employee Review

3.0
12 Sept 2017
Recommend
CEO approval
Business outlook

Pros

Good pay, good benefits. Good product and huge potential for growth. Great resources for sales information. A lot of good people who care about what they do.

Cons

Growth is limited due to meeting region targets instead of localized targets. Direction from the top at times is unrealistic. Don't coorelate market trend to volume plans...markets are trending down, Pepsico's goal trends up. Difficult to maintain customer relations when forcing product into stores it doesn't belong. Key Accounts seems to have weak relationships with buyers. Micromanaged spending. Pepsico does no want money being spent. MEM department is very weak. Too many people leaving the company...little scary.

Explore other reviews about PepsiCo

5.0
15 May 2026
Recommend
CEO approval
Business outlook

Pros

Solid structure, goals are attainable, strong leadership.

Cons

Fortune 50 company comes with restructuring and potential employees headcount resizing.

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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