Exhibit 99.6

BB&T BANKING NETWORK

Executing on Time-Tested Strategies

Investor Conference February 11, 2009

During this time of uncertainty and instability, BB&T remains:

• Grounded on proven strategies

• Centered on traditional core banking services

Our focus for 2009 is unchanged:

EXECUTION

2

OUR EXECUTION PLAN
	Adhere to our core strategies
		Foundational and enduring
		Viable in any environment
		Affirmed by internal and external surveys
	Focus on performance and results, not on developing new strategies
	Increase productivity and achieve greater efficiencies
	Leverage our advantages

3

LEVERAGING OUR ADVANTAGES

Capitalize on our financial strength and stability
	Competitors are distracted by monumental problems
	Clients and prospects are seeking a strong bank - “flight to quality”
	BB&T remains committed to its clients during difficult times

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     FLIGHT TO QUALITY DEPOSIT GROWTH TREND

2008

5

COMMITTED TO OUR CLIENTS
LOAN GROWTH TREND

2008

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     LEVERAGING OUR
 ORGANIZATIONAL STRUCTURE

• Committed to our Community Banking Model since 1988

• Comprised of 33 regions

• Cost-effective way to execute on our strategies

• Proven to be scalable

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COMMUNITY BANKING LOCATIONS

STATE	BRANCHES	CITIES		COUNTIES
ALABAMA	3		3	2
DC MSA	156		59	16
FLORIDA	107		63	26
GEORGIA	162		89	55
INDIANA	2		2	2
KENTUCKY	91		34	25
MARYLAND*	94		61	17
NORTH CAROLINA	360		204	75
SOUTH CAROLINA	117		60	24
TENNESSEE	58		32	16
VIRGINIA*	283		162	99
WEST VIRGINIA	78		50	26
TOTAL	1,511		819	383

* Excludes DC MSA         9

     LEVERAGING OUR
 ORGANIZATIONAL STRUCTURE

Each region is led by a Regional President (RP)
	Proven leaders
	Long tenured and skilled
	Extraordinary commitment and passion for the job
	Engaged and team oriented
	Long-term focused
	100% supportive of corporate strategies and Community Banking Model

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     LEVERAGING OUR
 ORGANIZATIONAL STRUCTURE

Community Banking Model creates competitive advantages:
	Provides a structure to deploy expansive resources to compete with community banks
	Empowers our regional leadership to deliver local, customized solutions versus mega banks
	Keeps us close to our clients, key in times of difficulty
	Provides the foundation for our Sales and Service Culture Model

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EXECUTING OUR PLAN
 6 KEY COMPONENTS

• Our People

• Sales Management

• Client Experience

• Expense Management

• Risk Management

• Performance Management

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Time-Tested

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POSITIONING OUR PEOPLE

Hire the right talent
On-board new employees (began in 2006)
	2006 = 35% on-boarded
	2008 = 85% on-boarded
Staff to appropriate levels
Set clear expectations
Focus on effective coaching and mentoring
Recognize high performers and manage non-performers

14

POSITIONING OUR PEOPLE

Ensure employees are well trained
	No reduction in training investment
	Increase in average training days
		2007 = 6.7 days
		2008 = 7.3 days
	Emphasis on the University Certification Program
		2007 = 29% certified
		2008 = 52% certified
	Focus on cross-training

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BENEFITS GENERATED

• Client service scores climb higher than ever

• Morale remains high

• Turnover drops to record lows

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EMPLOYEE TURNOVER

17

EMPLOYEE TURNOVER

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EMPLOYEE TURNOVER

Total Banking Network Employees

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Time-Tested

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DELIVERING BB&T’S VALUE PROMISE

Foundation to all commercial and retail sales efforts
Reason why a client or prospect should bank with BB&T
Four elements of the promise
	Who am I?
	Who are we?
	What do we do?
	How do we do it?

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COMMERCIAL SALES MANAGEMENT

RPs and City Executives drive Commercial Banking through:
	Adhering to the Decathlon Process
	Engaging IRM (Integrated Relationship Management) partners
	Leveraging our 238 Local Advisory Boards
	Inspecting behaviors
	Measuring results
	Executing on the Consultative Sales & Retention Process

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CONSULTATIVE SALES &
 RETENTION PROCESS

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AFFIRMING OUR SALES APPROACH

Greenwich Associates Middle Market Study

• BB&T received three national Greenwich Excellence Awards including “Overall Satisfaction”

• Affirms that our consultative sales process gives BB&T a competitive advantage

• Indicates that BB&T is well positioned to migrate new clients towards our consistency and soundness

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AFFIRMING OUR SALES APPROACH

Barlow Research Study

Middle Market Banking
	#1 in overall satisfaction with primary bank and account officer
	#1 in likelihood for our clients to make referrals
	#1 in terms of time spent discussing financials and business operations
	#1 in standing by the client when times get tough
Small Business Banking
	#1 in overall satisfaction with primary bank and branch
	#1 in likelihood for our clients to make referrals
	#1 in ease of doing business and getting things right the first time
	#1 in standing by the client when times get tough

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Results from surveys conducted in the BB&T footprint in 2006, 2007, and 2008

     NOW IS THE TIME
 TO TELL OUR STORY

• Companies are less loyal and looking to diversify their banking relationships

• BB&T has an opportunity to leverage its advantages and gain market share

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TARGETING

TOP 41 LARGE MARKETS

Focus on aggressive calling efforts
Ensure increased IRM partnership (Financial Services) support
Inspect results
	Targeted reporting
	Monthly sales conference calls
	Separate campaign tracking

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41 LARGE MARKETS
MD	KY	GA
ANNAPOLIS	LOUISVILLE	COBB COUNTY
BALTIMORE		FAYETTE COUNTY
	TN	FULTON COUNTY
VA	KNOXVILLE	GWINNETT COUNTY
NEWPORT NEWS	NASHVILLE
NORFOLK		AL
PORTSMOUTH	NC	BIRMINGHAM
RICHMOND	CARY
VIRGINIA BEACH	CHARLOTTE	FL
	DURHAM	BROWARD COUNTY
GREATER DC METRO	GREENSBORO	JACKSONVILLE
ALEXANDRIA	RALEIGH	ORLANDO
ARLINGTON	WILMINGTON	ST. PETERSBURG
BETHESDA	WINSTON SALEM	TAMPA
FAIRFAX CITY
GAITHERSBURG	SC
PRINCE WILLIAM
COUNTY	CHARLESTON
SPRINGFIELD	COLUMBIA
SUBURBAN MD	GREENVILLE
TYSONS	SPARTANBURG
WASHINGTON DC			28

LARGE MARKET PERFORMANCE
 BEFORE & AFTER NEW FOCUS

	Baseline Growth*				Growth
	2007 vs. 2006				2008 vs. 2007
	Large		Banking		Large		Banking
	Markets		Network		Markets		Network
Total Business Loans	1.6	%	5.6	%	12.5	%	9.8	%
Retail Loans
(excluding Bankcard)	2.0	%	3.1	%	1.5	%	0.6	%
Demand Deposits	-3.0	%	-1.9	%	-1.4	%	-2.0	%
Total Deposits	8.1	%	7.1	%	6.5	%	3.0	%
Noninterest Income	8.4	%	9.5	%	8.6	%	9.0	%
	*September YTD

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RETAIL SALES MANAGEMENT

Driven by the Regional Retail Banking Manager and Sales & Service Leaders
Executed by the Financial Center Leader as the store owner/leader
Supports all client segments
Focuses on small business client strategy
Built on:
	Store Ownership Model
	Retail Consultative Concepts

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STORE OWNERSHIP ELEMENTS

• Own the market

• Own the client experience

• Own the team (coaching and leadership)

• Own the processes and compliance

• Own the economics

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RETAIL CONSULTATIVE CONCEPTS

Banking
	Helping to manage the client’s household finances
Loans
	Financing the major purchases for the client
Insurance
	Protecting the client, their family, and the things they value
Investments
	Growing, managing or preserving the client’s money
Managing the client’s life events
	Education, marriage, retirement, job change

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ACQUIRING NEW CLIENTS
 BB&T@WORK STRATEGY

		2006		2007		2008
DDA & Savings ($)	$	103,565,311	$	150,185,651	$	393,335,020
DDA & Savings (#)		37,491		70,908		128,924
New Company IDs (CIDs) (#)		3,778		5,452		9,288

Production per BB&T@Work Sales Officer increased 31% over 2007
In 2008, BB&T@Work accounted for:
	44% of net new transaction accounts
	13% of total Retail DDA production

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ACQUIRING NEW CLIENTS DE NOVO STRATEGY

Opened 131 de novo branches since 2004
Cumulative growth achieved:
	$3.6 billion in deposits
	$600 million in loans (retail only)
Average breakeven = 17.5 months
Cumulative breakeven in November 2008
2009 focus is to leverage the existing de novos

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OPENED DE NOVOS BY STATE

STATE	# of DE NOVOS
NC	32
GA	31
FL	25
DC MSA	11
SC	10
MD*	7
KY/IN	6
VA*	6
TN	3
TOTAL	131
* Excludes DC MSA

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     ACQUIRING NEW CLIENTS
 TARGETING THE HISPANIC MARKET

Represents about 50% of the population growth in our markets (for some regions, 100%)
Established 180 multicultural banking centers
Segment accounts for the following:
	110,500 households (HHs)
	Growth rate 3 times faster than non-Hispanic HHs
	$715 million in deposits
	$2 billion in loans

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ACQUIRING NEW CLIENTS

TARGETING SMALL BUSINESSES

Renewed focus on growing this segment by leveraging our:
	Branches and Financial Center Leaders to reach small businesses
	Small Business Consultative Sales Process
	Training resources
	Bundling efforts
#1 goal is to grow deposits

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DEEPENING RELATIONSHIPS
THROUGH BUNDLING

Initiated bundling process in October 2007
HHs with new DDAs plus 3 additional products
	September 2007 = 25.3%
	November 2008 = 39.6%
Supported by Client Central (sales platform)

Products Cross Sold	9/30/07		11/30/08
Debit Card	84.2	%	86.6	%
Online Banking	65.6	%	72.7	%
Savings	28.0	%	39.1	%
Overdraft	15.4	%	28.5	%
Bankcard	2.2	%	9.6	%

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DELIVERING CLIENT SOLUTIONS

RELATIONSHIP BANKER PRODUCTION

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Time-Tested

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PERFECT CLIENT EXPERIENCE
“PCE”

• Reliable – sticking with our clients through thick and thin

• Responsive – reassuring our clients with quick follow-up

• Empathetic – willing to listen to our clients and provide honest feedback

• Competent – giving sound advice and serving as a financial partner

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EXECUTING PCE

• Continue to focus on PCE as the foundation of service quality differentiation

• Adhere 100% to weekly PCE meeting schedule for commercial and retail teams

• Inspect using client service measurements

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MYSTERY SHOPS

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INTERNAL CLIENT SERVICE
 MEASUREMENT

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2008 COMPETITIVE SCORES

Retail Overall Satisfaction

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Research conducted by Maritz Research Inc. in 2008

Time-Tested

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EXPENSE MANAGEMENT

Achieving greater efficiencies is fundamental to long-term success
	In economic uncertainty, expense management is an area where we can exercise considerable control
	RPs are demonstrating strong leadership
	Regions are being held accountable to their budgets

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EXPENSE MANAGEMENT

Decreased staff in 2007 and 2008 without a significant reduction-in-force
	Used attrition
	Better managed non-performers
Introduced a teller staffing model in mid-2008
	Tellers reduced by 500
	Anticipate similar reduction in 2009
In 2009, continue to right-size across all areas
	Execute on additional staff reductions
	Minimize impact on revenue generation and service quality

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NONINTEREST EXPENSE GROWTH

Excludes FDIC Insurance and
Foreclosed Property Expenses

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     ACHIEVING EFFICIENCIES BY
 LEVERAGING OUR RESOURCES

$ in Billions							Two Year
(Period-End Data)		2006		2007		2008	Growth (%)
Total Loans & Leases	$	55.1	$	58.0	$	62.4	13.2	%
Total Deposits	$	75.6	$	77.5	$	82.6	9.3	%
Noninterest Income	$	1.41	$	1.58	$	1.72	22.0	%
Total FTE Employees		14,868		14,685		13,961	-6.1	%
FTE: Full-Time Equivalent

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Time-Tested

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CREDIT RISK MANAGEMENT
Regional President
	Drives Regional Loan Review Committee meetings
	Ensures Senior and Regional Credit Officers follow a daily process of managing quality
	Manages credit deterioration costs
	Makes certain credit relationships are serviced at all levels
Relationship Manager
	Stays close to clients
	Avoids adverse selection
	Reassures our clients
	Provides needed financial acumen

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OPERATIONAL RISK MANAGEMENT

Challenging economic times call for strong risk management
	Ensure physical security procedures are followed
	Address departmental and branch audits

$ in Millions	2006	2007	2008
Operational Charge-Offs	$21.5	$24.6	$21.9

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Time-Tested

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PERFORMANCE MANAGEMENT

Centralized and regional tracking each month
	Balance sheet growth and quality
	Noninterest income growth
	Expense control
	Net income growth
Effort is expected, but RESULTS matter

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GROWTH RESULTS

	2007		2008
Total Business Loans & Leases	5.87	%	9.75	%
Direct Retail Loans	2.80	%	0.58	%
Bankcard & Constant Credit	9.44	%	13.95	%
Demand Deposits	-1.92	%	-2.00	%
Total All Deposits	5.98	%	2.84	%
Noninterest Income	11.78	%	8.97	%
Noninterest Expense*	2.88	%	4.39	%
All data excludes the impact of bank acquisitions in 2007
*Includes FDIC and Foreclosed Property Expenses

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PROFITABILITY TRENDS

$ in Thousands

	2006		2007		2008
Net Revenue per FTE	$329		$342		$361
Noninterest Income per FTE	$97		$108		$120
Noninterest Expense* as a % of
Total Loans and Total Deposits	1.14	%	1.11	%	1.06	%

All data excludes the impact of bank acquisitions in 2006 and 2007

*Excludes FDIC and Foreclosed Property Expenses

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     PRODUCTION TRENDS
 PER SELLING FTE PER MONTH

	2005	2006	2007	2008
Business Loans ($)	$2,017,343	$2,046,450	$1,809,977	$1,845,990
Business Loans (#)	5.3	5.0	4.2	3.2
Retail Loans ($)	$393,542	$361,704	$336,938	$263,295
Retail Loans (#)	7.8	7.1	6.7	5.4
Mortgage Loans ($)	$1,342,326	$1,159,930	$1,402,121	$1,217,733
Mortgage Loans (#)	6.6	5.3	6.3	6.3
Net New Transaction Accounts (#)	89,598	123,254	91,334	94,012

All data excludes the impact of bank acquisitions in 2006 and 2007

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Time-Tested

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APPENDIX

• All financial data is based on internal management reporting in the Banking Network division excluding bank acquisitions in 2006 and 2007 where noted

• Loan data excludes marketable mortgage loan balances which are held outside of the Banking Network division

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