UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 8-K
Current Report
Pursuant to Section 13 or 15(d)
of the Securities Exchange Act of 1934
February 7, 2002
Date of Report (Date of earliest event reported)
BB&T Corporation
(Exact name of registrant as specified in its charter)
Commission file number : 1-10853
North Carolina | 56-0939887 |
(State of incorporation) | (I.R.S. Employer Identification No.) |
200 West Second Street | |
Winston-Salem, North Carolina | 27101 |
(Address of principal executive offices) | (Zip Code) |
(336) 733-2000
(Registrant's telephone number, including area code)
This Form 8-K has 50 pages.
ITEM 5. OTHER EVENTS
The purpose of this Current Report on Form 8-K is to file presentation materials from BB&T's 2002 Investor Conference held on February 7, 2002.
EXHIBIT INDEX
Exhibit 99.1 Presentation to Analysts on February 7, 2002
BB&T
Creating The Best
Financial Institution
Possible
BB&T MISSION
Help our clients achieve
economic success and
financial security
STRATEGY:
Create a series of
community banks dedicated
to the highest level of
CLIENT RELATIONSHIP
MANAGEMENT;
supported by a large
corporate service
organization with the
economies of scale to
provide technologically
driven, high quality
services.
COMMUNITY BANKING
BB&T REGIONS
FOCUS:
Opportunity to improve
performance of "new"
regions to level of core
regions based on BB&T
strategy
IMPROVEMENT COMPARISON:
New Regions
RETAIL LOAN PRODUCTION
PER LENDER PER MONTH
(In Thousands)
COMMERCIAL LOANS CLOSED
PER LENDER PER MONTH
(In Thousands)
SMALL BUSINESS LOANS CLOSED
PER LENDER PER MONTH
(In Thousands)
MORTGAGE LOANS CLOSED
PER LENDER PER MONTH
(In Thousands)
NET REVENUE PER BRANCH
(In Thousands)
5+ SERVICES HOUSEHOLDS
RETURN ON EQUITY
SALES MANAGEMENT
SYSTEM
EMPHASIS: to create a sales
culture of proactive client and
prospect relationship
management
1.) | Community Banking Concept |
2.) | Workforce Selection and Retention |
3.) | BB&T Leadership Model |
4.) | Quality Education Support/Training |
5.) | Know, Show, Grow Coaching Model |
6.) | OLYMPICSS Strategy |
7.) | Sales Process/Integrated Relationship Management (IRM) |
8.) | Recognition Systems and Incentive Programs |
9.) | System Support and Technology |
10.) | Client Service Strategy |
BB&T SALES
MANAGEMENT PROCESS
| Goals and Expectations (Results) |
| Weekly Sales Cycle |
| Continuous Inspection/Feedback |
| Competition |
| Focus on Profiling/Cross-Selling |
| Coaching from Playbooks |
Goals and
Expectations (Results)
Individual accountabilities
and goals negotiated and
listed in Playbook
- Teller--2 quality referrals/day
- Relationship Banker--200 points/day
- Retail Lenders--$400,000 loan production/month
- Commercial Lenders--$1.6 million loan production/month
- Business Bankers--$500,000 loan production/month
- Mortgage Lenders--$1.5 million loan production/month
Weekly Sales Cycle
Continuous
Inspection/Feedback
Continuous
Inspection/Feedback
Competition
Competition
Competition
Focus on
Profiling/Cross-Selling
Focus on
Profiling/Cross-Selling
Coaching from Playbooks
Coaching from Playbooks
Incentives
President's Award
BALANCED
INCENTIVE SYSTEM
Client Service Quality
Profitability
Credit Quality
Growth
BALANCED RECOGNITION
PROGRAMS:
PRESIDENT'S AWARD
OBJECTIVES | EVALUATION | ||
---|---|---|---|
- | Client service | - | Peers (25%) |
quality (20%) | - | Standard (25%) | |
- | Balance sheet | - | Budget (50%) |
quality (25%) | |||
- | Profitability (30%) | ||
- | Growth (25%) |
PROCESS
IMPROVEMENT
Service quality feedback
K-10
SERVICE QUALITY-
FEEDBACK
CSI (Improved)
Peer Survey (New)
Mystery Shops (New)
K-10 CONCEPT
Create a feedback system to
give early indication of non-
performance of activities
essential to success to allow
for early
intervention
resulting in more rapid
improvement
K-10 PROCESS
Survey high performance branches to determine probable actual activities
Survey high and low performance branches to assess actual performance in actual areas
Run correlation analysis on results to affirm critical areas
Begin routine surveys of all branches
Develop execution intervention strategy for all low K-10 branches
SUMMARY
Community banking strategy continues to produce superior results
New regions are improving at a fast pace
BB&T's sales management system is a balanced system focusing on client service quality, balance sheet quality, profitability
and growth
Improvement in feedback systems will enhance productivity
BB&T will become...
THE BEST FINANCIAL
INSTITUTION POSSIBLE
S I G N A T U R E
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
BB&T CORPORATION
(Registrant)
By: /S/ SHERRY A. KELLETT
Sherry A. Kellett
Senior Executive Vice President and Controller
(Principal Accounting Officer)
Date: February 7, 2002