Credit Suisse

2008 Financial Services Forum

February 7, 2008

Exhibit 99.1

FORWARD LOOKING STATEMENTS

The

information

contained

in

this

presentation

may

include

forward-looking

statements

which

reflect

Regions’

current

views

with

respect

to

future

events

and

financial

performance.

The

Private

Securities

Litigation

Reform

Act

of

1995

("the

Act")

provides

a

safe

harbor

for

forward-looking

statements

which

are

identified

as

such

and

are

accompanied

by

the

identification

of

important

factors

that

could

cause

actual

results

to

differ

materially

from

the

forward-looking

statements.

For

these

statements,

we,

together

with

our

subsidiaries,

unless

the

context

implies

otherwise,

claim

the

protection

afforded

by

the

safe

harbor

in

the

Act.

Forward-looking

statements

are

not

based

on

historical

information,

but

rather

are 

related

to

future

operations,

strategies,

financial

results,

or

other

developments.

Forward-looking

statements

are

based

on

management's

expectations

as

well

as

certain

assumptions

and

estimates

made

by,

and

information

available

to,

management

at

the

time

the

statements

are

made.

Those

statements

are

based

on

general

assumptions

and

are

subject

to

various

risks,

uncertainties,

and

other

factors

that

may

cause

actual

results

to

differ

materially

from

the

views,

beliefs,

and

projections

expressed

in

such

statements.

These

risks,

uncertainties

and

other

factors

include,

but

are

not

limited

to,

those

described

below:

Regions'

ability

to

achieve

the

earnings

expectations

related

to

businesses

that

have

been

acquired,

including

its

merger

with

AmSouth

Bancorporation,

or

that

may

be

acquired

in

the

future,

which

in

turn

depends

on

a

variety

of

factors,

including:

Regions'

ability

to

achieve

the

anticipated

cost

savings

and

revenue

enhancements

with

respect

to

the

acquired

operations,

or

lower

than

expected

revenues

from

continuing

operations;

the

assimilation

of

the

combined

companies’

corporate

cultures;

the

continued

growth

of

the

markets

that

the

acquired

entities

serve,

consistent

with

recent

historical

experience;

difficulties

related

to

the

integration

of

the

businesses,

including

integration

of

information

systems

and

retention

of

key

personnel.

Regions'

ability

to

expand

into

new

markets

and

to

maintain

profit

margins

in

the

face

of

competitive

pressures.

Regions'

ability

to

keep

pace

with

technological

changes.

Regions'

ability

to

develop

competitive

new

products

and

services

in

a

timely

manner

and

the

acceptance

of

such

products

and

services

by

Regions'

customers

and

potential

customers.

Regions'

ability

to

effectively

manage

interest

rate

risk,

market

risk,

credit

risk,

operational

risk,

legal

risk,

and

regulatory

and

compliance

risk.

Regions'

ability

to

manage

fluctuations

in

the

value

of

assets

and

liabilities

and

off-balance

sheet

exposure

so

as

to

maintain

sufficient

capital

and

liquidity

to

support

Regions'

business.

The

cost

and

other

effects

of

material

contingencies,

including

litigation

contingencies.

The

effects

of

increased

competition

from

both

banks

and

non-banks.

Further

easing

of

restrictions

on

participants

in

the

financial

services

industry,

such

as

banks,

securities

brokers

and

dealers,

investment

companies

and

finance

companies,

may

increase

competitive

pressures.

The

effects

of

current

stresses

in

the

financial

markets.

Possible

changes

in

interest

rates

may

increase

funding

costs

and

reduce

earning

asset

yields,

thus

reducing

margins.

Possible

changes

in

general

economic

and

business

conditions

in

the

United

States

in

general

and

in

the

communities

Regions

serves

in

particular.

Possible

changes

in

the

creditworthiness

of

customers

and

the

possible

impairment

of

collectibility

of

loans.

The

effects

of

geopolitical

instability

and

risks

such

as

terrorist

attacks.

Possible

changes

in

trade,

monetary

and

fiscal

policies,

laws,

and

regulations,

and

other

activities

of

governments,

agencies,

and

similar

organizations,

including

changes

in

accounting

standards,

may

have

an

adverse

effect

on

business.

Possible

changes

in

consumer

and

business

spending

and

saving

habits

could

affect

Regions'

ability

to

increase

assets

and

to

attract

deposits.

The

effects

of

weather

and

natural

disasters

such

as

hurricanes.

The

words

"believe,"

"expect,"

"anticipate,"

"project,"

and

similar

expressions

often

signify

forward-looking-statements.

You

should

not

place

undue

reliance

on

any

forward-looking

statements.

Any

such

statement

speaks

only

as

of

the

date

the

statement

was

made.

Regions

assumes

no

obligation

to

update

or

revise

any

forward-looking-statements.

Company Profile

Company Profile

Integration Update

4Q07 Financial Performance

and Credit Quality

2008-2010 Strategic Initiatives

Overview

Regions is Among the Largest U.S. Banks

Market Capitalization

$16 billion         

Assets

$141 billion

Loans, net of unearned income

$95 billion

Deposits

$95 billion

Branches

1,965

ATMs

2,490

NOTE:

As of December 31, 2007.

Franchise Footprint

Source:  SNL DataSource and Regions as of June 30, 2007

State

Dep. ($B)

Mkt. Share

Rank

AL

$18.2

25%

#1

FL

17.7

5

#4

TN

16.7

16

#2

LA

7.6

10

#3

MS

6.2

15

#1

GA

5.5

3

#6

AR

4.3

9

#2

TX

3.0

1

#18

IL

2.4

1

#24

MO

2.3

2

#8

IN

2.0

2

#9

Other

2.4

—

—

Regions

Morgan Keegan

Insurance

Regions compares

favorably in terms of

local market share

relative to other top 10

banking franchises

1

Deposit weighted by county. Excludes deposits from branches with > $10bn of deposits. Based on June 30, 2007 data.

16.6%

Median

7.9

Citigroup

13.2

National City

14.3

SunTrust

16.0

JP Morgan Chase

16.4

Bank of America

16.6

U.S. Bancorp

17.2

Fifth Third

18.3

Wachovia

18.5

Regions

19.1

Wells Fargo

21.8%

BB&T

Market Share

(1)

Name

Average

Weighted

Weighted Average Market Share

10.5%

10.0%

8.1%

8.0%

7.9%

7.0%

6.9%

5.9%

5.7%

4.5%

4.2%

3.7%

3.4%

3.4%

3.3%

2.8%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Fast Growing Footprint

Projected Population Growth (2007-2012) of Market Footprint

(1)

Source:  SNL Financial.  Data as of June 2007.  Pro forma for completed/pending M&A.

1

Deposit weighted by State.

National Average

6.3%

Morgan Keegan –

Among the Largest Regional Full-Service

Brokerage and Investment Banking Firms

Revenue ($M)

Pre-Tax Income ($M)

Financial Performance

416 Office Locations

Revenue Composition (2007)

Profile

Founded in 1969

Acquired by Regions in 2001

1,282 financial advisors

416 offices in 19 states

Record revenues of $1.3 billion in 2007

98,700 new accounts opened in 2007

$80 billion of customer assets

$81 billion of trust assets

#1 underwriter of long-term municipal bonds in the south central U.S. for 14

consecutive years

#11 book-running manager in 2006 ($8.6 billion, 445 issues)

Private

Client

30%

Fixed

Income

Capital

Markets

19%

Equity

Capital

Markets

8%

Regions MK

Trust

17%

Other

11%

Asset Mgmt

15%

$810

$1,029

$1,300

2005

2006

2007

$161

$239

$262

2005

2006

2007

Company Profile

Integration Update

Integration Update

4Q07 Financial Performance

and Credit Quality

2008-2010 Strategic Initiatives

Overview

Merger Integration Complete

Combined

Product Set

& Incentives

Complete Sale

of Divested

Branches

1Q07

2Q07

3Q07

4Q07

Brokerage

Conversion

Mortgage

Origination &

Servicing

Conversion

Trust

Conversion

Event Two Branch

Conversion and

Consolidations

Event Three Branch

Conversion and

Consolidations

Event One Branch

Conversion and

Consolidations

Pre-conversion

Branch

Consolidations

443,000 hours of training completed in preparation for branch

conversions in which we converted:

1,945 branches

7.2 million deposit accounts

840,000 loan accounts

Consolidated 160 branches in overlapping markets

Merger Integration Complete

2007

2007

2008

2008

$0

$200

$400

$600

Original Target

Actually Achieved

New Target

$400

Exceeding Original Cost Saves

$ in millions

$345

$500

Company Profile

Integration Update

4Q07 Financial Performance

4Q07 Financial Performance

and Credit Quality

and Credit Quality

2008-2010 Strategic Initiatives

Overview

Increased credit allowance for loan losses

Aggressively managing residential homebuilder portfolio

Strong fee-based revenue, particularly Morgan Keegan

Cost saves exceed expectations

Non-merger-related charges incurred during the quarter

Capital position remains strong

Fourth Quarter Financial Performance

›

Visa Settlement

$51.5 million

›

Morgan Keegan Investment Loss

$38.5 million

›

Mortgage Servicing Valuation

$27.4 million

Adjustment and Loss on Sale

›

Low Income Housing Investment

$  9.4 million

Impairment

›

Foreclosed Real Estate Writedown

$  7.0 million

4Q07

Unusual Items

Financial Performance

$ 0.24 

EPS –

diluted

0.45 %

Net Charge-Off Ratio

Asset Quality

0.90 %

Nonperforming Assets as a % of Loans

1.45 %

Allowance for Credit Losses as a % of Loans

8.55 %

Return on Avg. Tangible Equity

65.9 %

Operating Efficiency

3.61 %

Net Interest Margin

Profitability

As Reported

NOTE: Ratios are excluding discontinued operations and merger-related charges. For a reconciliation of these amounts to GAAP financial measures and

a statement of why management believes these measures provide useful information to investors, see Regions' 8-K filed January 22, 2008 announcing

preliminary results of operations for the period ended December 31, 2007.

4Q07 Financial Summary

Credit Quality Trends

0.45%

0.90%

0.37%

0.27%

0.20%

0.23%

0.27%

0.62%

0.62%

0.45%

0.40%

0.15%

0.22%

0.22%

0.35%

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

4Q06

1Q07

2Q07

3Q07

4Q07

NPAs/Loans and OREO

Net Charge-Offs/Average Loans

Delinquent Loans (90+ Past Due)

Diversified Loan Portfolio

C&I, 17%

CRE- Owner

Occupied Mortgages,

5%

CRE- Non-owner

Occupied Mortgages,

8%

Construction, 14%

Business and

Community Banking,

16%

Alt-A, 3%

Residential 1st

Mortgage, 15%

Home Equity Lending,

16%

Indirect Lending, 4%

Direct Lending, 1%

Other Consumer, 1%

Total Loan Portfolio -

$95.4 billion

Commercial Real Estate Portfolio -

$21.0 billion

CRE Portfolio by Product

CRE Portfolio Characteristics

CRE portfolio is diversified by product, loan size,

and by geography

CRE portfolio is very granular with the average

note size under $600 thousand

Top 5 MSA concentrations are Atlanta, Miami,

Nashville, Tampa, and Birmingham, all of which

are under 10%

$7.2 billion homebuilder portfolio is a subset of the

CRE portfolio, with the majority being found in the

land and single family sectors

Proactively reducing certain concentrations

Multi-Family, 12%

Single Family, 18%

Retail, 15%

Office, 8%

Industrial, 4%

Hotel, 3%

Other, 8%

Land, 24%

Condo , 8%

Residential Homebuilder Portfolio -

$7.2 billion

Land, $2,926

Residential

Spec, $1,893

Residential

Presold, $618

Lots, $1,608

National

Homebuilders,

$160

Product Breakout

$

%*

$

%*

$

%*

$

%*

$

%*

$

%*

90+ Past Due

8,306

0.52

892

0.14

4,921

0.26

5,218

0.18

-

-

19,337

0.27

Non-Accruing Loans

68,269

4.25

31,750

5.14

100,640

5.31

57,346

1.96

-

-

258,005

3.58

Average Note Size:

     Total Portfolio

290

-

350

-

240

-

1,148

-

4,721

-

405

-

      East

203

-

247

-

225

-

1,078

-

-

-

307

-

      Florida

843

-

965

-

529

-

3,626

-

-

-

1,265

-

Outstandings

1,607,794

$  

617,628

$   

1,893,567

$  

2,925,685

$  

160,505

$   

7,205,179

$  

National

Homebuilders

Total Portfolio

Lots

Residential Presold

Residential Spec

Land

($ in thousands)

* Percentage related to product outstandings

Residential Homebuilder Portfolio -

$7.2 billion

0

600,000

1,200,000

1,800,000

2,400,000

Total Outstanding

$802,046

$2,341,071

$2,008,091

$827,252

$328,935

$720,940

$176,844

Non-accruing

17,648

56,543

104,896

45,030

10,145

23,698

45

Accruing

784,398

2,284,528

1,903,195

782,222

318,790

697,242

176,799

Alabama

East

Florida

Midwest

Southwest

Tennessee

Other

Residential Homebuilder Portfolio -

$7.2 billion

Geographic Breakout

($ in thousands)

Consumer Real Estate Portfolio -

$31.9 billion

Residential First

Mortgage

15%

Alt A

3%

Home Equity

16%

Remaining Loan

Portfolio

66%

NOTE: As of December 31, 2007.

Wgtd Avg.

Wgtd Avg.

Outstandings*

LTV

FICO

Home Equity Lending

14,962,007

$        

74%

733

70,964

$    

41%

Residential 1st Mortg

14,129,484

67%

725

174,006

100%

Alt-A

2,830,062

72%

711

175,737

100%

Total Consumer RE  Portfolio

31,921,553

$        

71%

727

119,495

$  

71%

* $ in thousands

Avg. Loan

Size

% in 1st

Lien

Excellent Loss Experience versus Peers

NOTE:  Industry peers include FITB,  KEY, NCC, STI, USB, WFC, WM

Home Equity

Regions

0.24%

0.31%

0.31%

Industry Peers

0.46%

0.64%

1.02%

Residential First Mortgage

Regions

0.12%

0.13%

0.18%

Industry Peers

0.22%

0.30%

0.63%

Net Charge-offs

2Q07

3Q07          4Q07

6.5%

6.3%

6.1%

5.9%

5.7%

5.5%

5.3%

5.2%

5.0%

4.3%

4.1%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

Strong Capital Position

Tangible Equity / Tangible Assets

Source:  SNL DataSource, Tangible Equity/Tangible Assets as of December 31, 2007.

5.5%

Median

Company Profile

Integration Update

4Q07 Financial Performance

and Credit Quality

2008-2010 Strategic Initiatives

2008-2010 Strategic Initiatives

Overview

Overview

Five Strategic Initiatives 

›

Leverage full depth of Morgan Keegan capabilities among all

Lines of Business

›

Grow the emerging and mass affluent customer segment

through a fully integrated approach

›

Increase core customer deposits to optimize the profitability of

balance sheet growth

›

Enhance overall company productivity

›

Deliver reliable, consistent service quality across all Lines of

Business to improve customer satisfaction and retention

Two Additional Corporate-Wide Initiatives

›

Identify new revenue streams

›

Identify new operating efficiencies

Business Forum Scope and Structure   

Purpose:

To lead and manage the consistent execution of Line of

Business strategy across the company.

Six Business Forums Will Focus On:

›

Branch Performance

›

Affluent Market

›

Branch Non-interest Revenue

›

Middle Market

›

Community Banking

›

Business Banking

Business Forum Scope and Structure   

Responsibilities

›

Lead/drive the execution of Line of Business strategy

›

Provide oversight and guidance

›

Ensure swift adoption and adherence to all risk management

policies and practices

›

Ensure prudent/effective use of company resources

Execution Details

›

Monthly meeting sessions

›

Work plans with targeted deliverables

›

Monthly progress reports to Heads of General Bank and

Lines of Business

Operating According to Ten Guiding Principles   

›

Provide uncompromised service

›

Drive revenue

›

Maintain momentum

›

Be fast, Be nimble

›

Control, monitor and report

›

Be consistent in best practices

›

Be resourceful

›

Invest in innovation

›

Grow customers

›

People + Partnerships = Performance

Challenging Banking Environment

Regions is well positioned despite challenging

operating environment:

Growth driven by strategic initiatives

Relatively neutral balance sheet positioning

Strong Morgan Keegan contribution

Merger opportunities mitigate industry

downturn, allow for increased operating leverage

Exceeding merger-related cost saves

Continued strong liquidity and capital ratios

*******

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