Client CentricityDontá WilsonChief Digital & Client Experience Officer

Digital, Client Experience and Marketing

Investor Day 2018

2

Key Takeaways

1Creating a

distinctive client

centricexperience

Inspired by the

Voice of the

Client and

data insights23 Empowered

by dynamic

technology 4 Driving digital

revenue and

account growth

3

How We Create Client Centricity

Voice of the Client

Insights-Driven Client Experience

Revolutionary Marketing

Digital Transformation

4

Digital, Client Experience and Marketing

7.6MM clients

5

Voice of the Client

6

Voice of the Client (VOC)

Digital platform launched in 2018

7

How Are We Using VOC Cx Platform and Feedback?

▪ Identifying at risk clients, solving their problems quickly and preventing attrition through our Client Delight Opportunity process

▪ Using the verbatim comments and text analytics tool to identify key strategic pain points

▪ Using the VOC data to perform linkage analysis allowing us to determine the appropriate call wait time before negatively impacting client satisfaction

scores.

▪ Using near real time VOC feedback for coaching, trend evaluation and client

experience improvements.

▪ Flexibility is key – we can add and remove question modules as needed (system outage, Marketing Awareness, etc.)

8

Established Client First Council with the Chief Digital

and Client Experience Officer as the Executive

Sponsor

Six Sigma team dedicated daily to discover, uncover

and dissolve multi-channel client and associate

challenges related to the client experience

Extreme enterprise level focus across all

business lines

Continuous improvements driving towards client

experience distinction

Client First Solutions

Driven to eliminate client friction and effort by

incorporating immediate needed changes or

enhancements with policy, process, and/or product

9

Most Impactful Initiatives By Category

Policy Change Process Change

Increased Authority for Community Bank

Revised PC Teller Case-by-Case Deposit Holds Process

Product Change

Implemented “Click to View” Overdraft Related

Fees within the U Platform

Expanded local commercial

leadership authority

Empowering our retail branch

staff (i.e. check cashing limits)

Eliminating unnecessary holds

while maintaining strong risk

coverage

Hold Reduction of 67% or 91k in

first two weeks

Accounted for 60% of

opportunities presented in

branches

Introduced online solution to

clients in December 2017

33Client Enhancements

YTD

10

4851

54 5451

5456

59

62%65%

67% 67%64%

66% 67%70%

23%20% 21% 21%

23% 22% 22%20%

14% 14% 13% 13% 13% 12% 11% 11%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Feb Mar Apr May June July Aug Sept

NPS Promoters (T2B)

Passives (M2B) Detractors (B7B)

68% 69% 70% 69% 68% 70% 72% 73%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Feb Mar Apr May June July Aug Sept

OMNI: 2018 Year-to-Date Statistics(Date range 02/14/2018 – 09/30/2018)

2018 YTD NPS = 53.2Net promoter score = % Top 2 (Promoters) - % Bottom 7 Box (Detractors)

NPS

Survey Question: How likely are you to recommend BB&T to a friend or colleague?

Monthly Trend: Likelihood to Recommend l NPS

2018 YTD BB&T OSAT = 70.0%BB&T overall satisfaction = % Top 2 Box

Survey Question: Overall, please tell us how satisfied you are with BB&T.

Monthly Trend: Overall Satisfaction with BB&T

Source: Convergys

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Insights-Driven Client Experience

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Moving Beyond Analysis to Synthesis

Analysis Synthesis

How Why

Inward looking Outward looking

Reductionism Expansionism

Machine age Systems age

Product Holistic client experience

Emphasis on answer Emphasis on question / client need

Knowledge Understanding / insights

13

Client Experience Data Lake Scope

Client

Data

Phone

Records

Web

Traffic

50+ other data

sources Client Experience

Data Lake Platform

Enabling the right information to be delivered to the right person at the right time through the right channel.

From ToTraditional Databases Big Data Technology

Expensive Storage Cheaper Storage

Data Silos Data Integrated

Batch Data Loads Near Real Time when possible

Security and Controls

14

Client Insights and Analytics

▪ Established a client insights and

analytics team that is focused on

client data integration, robust

analytics, insights and client

journey mapping

▪ Using data analytics and predictive

modeling to automate (Machine

Learning) the “Next Best Action” to

better assist bankers with client

engagement prioritization

▪ Leveraging data analytics and

predictive modeling to improve

client retention and drive digital

marketing success

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Revolutionary Marketing

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The Ultimate Client Experience

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Marketing Maturity

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Marketing Timeline

2015 2016 2017 2018

2016▪ 138 marketing campaigns (42% have a digital

component)▪ 14.6MM emails sent▪ 4.4 MM in direct mail pieces sent▪ Launched first social influencer campaign

2018 ▪ 332 marketing campaigns (94% have a digital component)▪ 63.6MM emails sent YTD▪ 18MM direct mail pieces being sent▪ Launched IGNITE – 5-year integrated marketing household

growth strategy – generated over 46,000 new to bank clients▪ 10 always on campaigns ▪ Updated Digital Marketing Roadmap▪ Marketing campaign investments generating 2 to 1

revenue to Marketing campaign expense▪ Introduced Agile Methodology into Marketing work

environment

2015▪ 108 campaigns (25% have a digital

component)▪ 3.2MM emails sent▪ 3.4MM direct mail pieces sent▪ Implemented Marketing Automation platform▪ Manual process used to track campaign

performance

2017▪ 191 marketing campaigns (75% have a digital component)▪ 52.6MM emails sent▪ 8.2 MM in direct mail pieces sent▪ Designed and launched initial always-on campaigns▪ Rebranding effort resulting in All We See Is You▪ Hired Director of Digital Marketing▪ Launched Instagram and Proactive Twitter Handle▪ Automated, designed and utilized tool to track campaign effectiveness

(dashboard)▪ Automated and enhanced campaign effectiveness ROI ▪ Launched Marketing Automation Enhancements and Client Experience

Data Lake projects

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Traditional Marketing

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Digital Marketing

Online Marketing Mobile Marketing

Website Optimization

Search Engine Marketing

Video Advertising

Social Media

Email Marketing

Messaging (SMS & MMS)

Mobile InternetMobile In-App Advertising

Online Display Advertising

21

Content Strategy

Brand – “Attention” Commercial

Product/Feature – “BB&T P2P Zelle” Commercial

Client Journey – “Bankcard Journey” Commercial

Brand Journalism – “Community Impact” Commercial

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22

23

Digital Transformation

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Inspireinspiring our associations to seek ways

in which we can create client

experience distinction

Innovateinnovate with client centricity and

business efficiency as top priorities

Investinvest for the future and invest now

Igniteignite an elevated level of revenue

and household growth

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Inspire

▪ Client Inspired: feedback through our

digital VOC platform and other

feedback channels

▪ Associate Inspired:

recommendations from associates

such as our Client First Solutions team

▪ Co-Inspired: co-created solutions

derived from working with clients in

our digital community and labs (40

UX/UI professionals to include 7 PhDs)

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Inspire: Co-Creation with Clients

Evaluate Current Experience Design Future Experience

User Feedback

41,200unsolicited comments analyzed in 2018

Sources of Feedback: Mobile App Store Reviews, CEO Line, Social Media, Email, Chat Transcripts, CMG complaints, Associate feedback, etc.

Platform Surveys

62,000completed surveys in 2018

OAO Survey: After clients complete application,

they’re invited to give feedback.

(Currently: ROAO, BOAO, PMA/YMA)

Performance Benchmarking

350completed test sessions in 2018

Study: Clients perform 12-14 top tasks, evaluate speed, success and errors. Compare year over year. (BBT.com, U Web, U Mobile App, ROAO, MOAO, BOAO, CCOAO)

User Community

29,800completed test sessions in 2018

Community: 2K clients that frequently take surveys and usability assessments to guide future design

Usability Testing

150 In person sessions in 2018

Lab Studies: Observe clients using our prototype designs

Beta Testing

30beta testers in 2018

Betas: Clients and Associates are invited to try a new feature before public availability

Survey

U

? ?

?

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Innovate: Fostering a Culture of Innovation

– Established a “Test and Learn” Team

• Virtual Assistant, chatbot

– Sponsorship and participation in fintech accelerators and incubators

– Hosted BB&T’s 1st Hackathon in July

▪ We are cultivating innovative ideas through new and different avenues:

2828

Innovate: Fintech Investment Strategy

▪ We are investing strategically for the future:

– Set aside up to $50 million to invest in and/or acquire emerging digital technology companies to benefit and delight clients and lower operating costs

– Announced a $5 million investment in Enigma, a Data-as-a-Service company headquartered in New York City in September

– In 2019, will have an intense focus on talent acquisition, accelerating Fintech investments, and establishing a National Advisory Board on Digital Transformation

Invest: Digital Investment Themes

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Pursuit of Innovative Technology

Client Experience & Marketing

Intelligent Automation

Data & Analytics

Digital Capabilities

Commerce & Faster Payments

Innovation

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▪ 2017-2019 Estimated Investment $300MM

– Includes 20+ Strategic Digital Initiatives, Platform Enhancements, and Digital Marketing Campaigns

▪ Will complete 1,500+ Digital Platform Releases and ~300 Digital Marketing

Campaigns in 2018

▪ Set aside up to $50MM for Fintech Investment Strategy in 2018

Invest: Accelerating Digital Investments

31

Ignite: Digital Performance

19% 36%24% 24% 62%

8x increase in per month transactions

25%

Retail Savings

7%

Business Checking

15%

Retail Checking

9%

Business Savings

15%

Bankcard

*YTD 2018, Unit Sales Growth YOY

3.03MMActive Digital

Users

App

818K

Browser & App

788K

Browser

1.42MM

Mobile App

Momentum

19% YOY

40% YoY growth in transactions

†September 2018 U Web, U Mobile, Small Business, OLB

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Ignite: Driving Digital Channel Revenue

*2018 full year estimated revenue total / OAO production as of September 2018

▪ Digital revenue has shown

strong growth over the past

few years

▪ Excluding Mortgage,

digital revenue growth is

up 18% YTD year over year

2015 2018

11%

143MM Visits

▪ Prospects make up

approximately 11% of total

traffic to BBT.com

▪ This represents an

opportunity for new client

conversion

YTD Traffic to BBT.com(as of Sept 30)

Digital RevenueNet New DDA Accounts

Opened Online(as of Sept 30)

47.3%

Digital

acquisition52.7

Branch

acquisition

▪ 56% of Retail and 20% of

Commercial net new DDA

accounts are derived from

digital acquisition

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Ignite: LOB Digital Enablement to Drive Segment Revenue

Retail

Commercial

Wealth

Enterprise

Digital

Faster Payments Financial Planning Tools Enhanced Investment Management Platforms

Robotic Process Automation Digital Card Controls Redesigned Websites U for Wealth Real-Time Payments

Advisor Mobility Machine Learning RAC Mobile App eSignature Test and Learn Interactive Fraud Alerts

Next Best Offer Wealth View Fintech Investment API Portal U Enhancements Commercial Portal

Chatbot

Client Data Lake

U for Small Business

Cash Manager Online

Replacement

Responsive Retirement Site

Fintech Partnerships

Accelerated ATM Refresh

Wearables

Data Management Platform

Digital Collateral Monitoring

Digital Client Onboarding

Hackathon

Zelle

Data Aggregation

Commercial Portal

Digitizing Loan Funding

Voice Biometrics

Financial Insights

Interaction Analytics

IVR Transformation

Natural Language Processing

New Content Management System Expanded Online Account Opening Automated Client Communication

Enhanced Mobile Treasury Onboarding Brokerage Digital Account Opening eLending

34

Key Takeaways

1Creating a

distinctive Client

Centricexperience

Inspired by the

Voice of the

Client and

data insights23 Empowered

by dynamic

technology 4 Driving digital

revenue and

account growth