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EXHIBIT 99.1
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National Commerce Bancorporation
"A Focused Financial Services Organization"
=======================================
Ernest C. Roessler
President & Chief Executive Officer
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Forward - Looking Statement
=========================================
This presentation constitutes forward-looking statements (within the meaning
of the Private Securities Litigation Reform Act of 1995), which involve
significant risks and uncertainties. A variety of factors could cause actual
results and experience to differ materially from the anticipated results or
other expectations expressed in such forward-looking statements.
NCBC does not assume any obligation to update these forward-looking
statements or to update the reasons why actual results could differ from
those projected in the forward-looking statements.
Factors that might cause such a difference include, but are not limited to
competition from both financial and non-financial institutions; changes in
interest rates, deposit flows, loan demand and real estate values; changes in
legislation or regulation; changes in accounting principles, policies or
guidelines; the timing and occurrence (or non-occurrence) of transactions and
events that may be subject to circumstances beyond the control of NCBC; and
other economic, competitive, governmental, regulatory and technological
factors affecting NCBC specifically or the banking industry or economy
generally.
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NATIONAL COMMERCE
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BANCORPORATION
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A Focused Financial
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Services Organization
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[_] Focused on Key Drivers
[_] Focused on Integration
[_] Focused on Leverage
[_] Focused on Shareholders
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Focused on Key Drivers
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[_] Top Line Revenue Growth
[_] Net Interest Margin
[_] Credit Quality
[_] Efficiency
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Industry Leading Revenue Growth
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Balances NIM Challenge
Net Revenues 1996 - 1999 CAGR Net Interest Margin
11% 11%
[CHART APPEARS HERE] 3.00% - 4.50%
1Q99 4.42%
NCBC Avg. FITB/FSR 2Q99 4.47%
Pro Forma (1) 3Q99 4.39%
4Q99 4.43%
1Q00 4.18%
2Q00 4.07%
(1) Excludes synergies. 3Q00 3.96%
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10-year CAGR of Revenues Per Share
through 1999 of 15.2%
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Pristine Credit Quality
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Reserves/Loans Reserves/NPAs
4.7x
1.32% 1.35%
2.8x
NCBC 3Q00 Peer NCBC 3Q00 Peer Average /(1)/
Average/(1)/
Net Charge-Offs/Loans NPAs/Total Assets
0.38%
0.31%
0.18% 0.19%
NCBC 3Q00 Peer NCBC 3Q00 Peer Average /(1)/
Average/(1)/
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NATIONAL COMMERCE
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BANCORPORATION /(1)/ UBS Warburg Regional Composite
Average at June 30, 2000
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[LOGO] Superior Efficiency Ratio
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Efficiency Ratio/(1)/
48% 42% 46%
NCBC NCBC Pro Forma Avg. FITB/FSR
Pro Forma/(2)/ with Synergies
[LOGO] Note: Excludes non-recurring items where applicable.
NATIONAL COMMERCE (1) Full year 1999.
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BANCORPORATION (2) Excludes synergies.
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[LOGO] Focused on Integration
=========================================================================
[_] Conversion
[_] Management Team
[_] Cost Savings
[_] Restructure Costs
[_] Best Practices
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NATIONAL COMMERCE
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BANCORPORATION
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Common Platforms Drive Rapid
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Conversion Timetable
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Three Phases of Conversion
[_] October - North Carolina - Complete
[_] November - Richmond (First Market Bank)
[_] December - Tennessee, West Virginia, Virginia, Georgia
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Diverse & Deep Management
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<TABLE>
<S> <C>
[_] Team Announced in July/In [_] Executive Management Committee
Place in Memphis Today [_] Ernie Roessler, Pres & CEO
[_] Bill Reed, COO
[_] Deeper Talent /Complementary [_] Lewis Holland, President, Financial Enterprises
Skills [_] Scott Edwards, CAO
[_] Sheldon Fox, CFO
[_] Diverse Backgrounds [_] Richard Furr, President, CCB
[_] David Popwell, EVP
[_] Cohesive Mindset
</TABLE>
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Cost Saves on Track
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[_] Cost Savings Substantially Identified
[_] 2000 Target of $6.4 Million Identified
[_] 2001 Target of $45.3 Million Identified
[_] 2002 Savings of $55.5 Million Committed
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NATIONAL COMMERCE
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BANCORPORATION
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$110 Million Restructure
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Estimate Reasonable
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[_] Includes $10 Million Pre-tax 3Q00 Securities Loss on Portfolio
Restructuring
[_] $86 Million Pre-tax Charge in 3Q00
[_] Majority of Balance to be Taken in 4Q00
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO]
Adopting Best Practices
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[_] Personnel
[_] Products
[_] Processes
[_] Policies
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Focused on Leverage
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[_] High Growth Markets
[_] Best Practices in Banking Segment
[_] Financial Enterprises
[_] Leverage Customer Relationships
[_] Expansion Opportunities
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Concentrated on MSAs
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[MAP INDICATING LOCATIONS APPEARS HERE]
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Markets: Superior Growth Demographics
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[_] Combined company will operate in markets with a 7% average
projected household growth rate (35% above national average)
[_] Almost 90% of deposits concentrated in top 8 MSAs
Projected Household Growth Rate(1)
<TABLE>
4.9% 9.8% 7.1% 8.4% 5.7% 7.1% 6.3% 6.6%
U.S. National
Average: 5.2
Memphis Triangle Triad Charlotte Greenville Nashville Knoxville Richmond
TN NC NC NC SC TN TN VA
<S> <C> <C> <C> <C> <C> <C> <C> <C>
Deposits ($MM) $2,783 $2,159 $1,716 $1,309 $858 $618 $484 $319
</TABLE>
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NATIONAL COMMERCE (1) Projected 5 year household growth rate.
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BANCORPORATION Source: SNL Securities, as of June 1999.
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[LOGO] Best Practices in Banking
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------------------------- -------------------------
NCBC CCB Fuel
Retail Engine
------------------------- -------------------------
. Hub and Spoke delivery . High growth markets +
. De novo expansion . Sales Centers
. 22% annual retail loan . Wealth Management
growth since 12/31/95
. Retail Brokerage
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CCB Commercial NCBC Fuel
Engine
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. Commercial lending + . MSAs w/commercial
Cash opportunity
Management + Employee
Benefits + P&C . Roanoke
Insurance . Richmond
. Knoxville
. 17% annual commercial . Nashville
loan growth since . Charleston, WV
12/31/95
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Franchise Growth Acceleration
Core Businesses Growth
Dramatically Accelerated
. Enhanced Retail Growth
. Enhanced Commercial Growth
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Financial Enterprises --
High Growth, High Returns
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Target 40% Earnings Growth & 40+% ROE
[_] Transaction Processing
[_] Asset Management
[_] Consulting
[_] Capital Markets
[CHART]
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Leverage Customer Relationships
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[_] Transaction Processing [_] NCBS
6,100 Acceptance Locations 300 Clients
2,000 Trucking Companies 100 Retail Affiliates
4,000 Active Fleets
80 Trustees [_] Capital Markets
15,000 Merchants 3,000 Active Institutional
Customers
3,500 Active Retail Customers
[_] First Mercantile
700 Brokers [_] Banking
2,000+ Plans [_] 375 Branches
150,000 Individuals [_] 735,000 Households
[_] 50 Correspondent Banks
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Leverage Customer Relationships
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Example
WHOLESALE RETAIL
--------- ------
NCBS Commercial Banking
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Capital Markets FIRST MERCANTILE Correspondent Banking
TRUST]
Correspondent Banking NCBS
Capital Markets
TransPlatinum
FleetOne
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Expansion Opportunities
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----------
[_] "Hub & Spoke" Targeted
[_] North Carolina ------------ Direct
Supermarket Mail ---------
[_] South Carolina Branch ---------- Call
----------- Center
---------
[_] De Novo Model -------------
Traditional
[_] Georgia Branch
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[_] Florida Sales -----------
Centers Internet
------------ nbcbank.com
ATM myccb.com
Distribution -----------
[_] Bank M&A (In-market) Network
------------
[_] Financial Enterprises M&A
Hub & Spoke Delivery Structure
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Focused on Shareholders
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[_] Consistent Earnings
[_] Track Record of Annual Dividend Increases
[_] Strong Insider Ownership
[_] Management Compensation Aligned
[_] Best in Class Profitability
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NATIONAL COMMERCE
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BANCORPORATION
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[LOGO] Consistent Earnings
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(Originally reported EPS, before non-recurring items.)
$0.00-$1.60
1995................... $0.49
1996................... $0.57
1997................... $0.69
1998................... $0.83
1999................... $1.00
2000................... $1.27/(1)/
2001................... $1.53/(2)/
[LOGO]
NATIONAL COMMERCE (1) Actual $0.94 through 3Q00 plus 4Q IBES
----------------- Consensus as of 10/18/00.
BANCORPORATION (2) IBES Consensus as of 10/18/00.
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[LOGO] Dividends, Insiders, Management, & Diversification
==================================================
[_] 25 Consecutive Years of Annual Dividend Increases
[_] Insiders Own Approximately 21% of Shares
[_] Management Bonuses Have Two Hurdles
[_] Greater than 20% ROE, And
[_] 14% - 18% EPS Growth (Percentages Adjusted Annually by
Compensation Committee)
[_] Strategic balance, diversification
[_] Fee Businesses
[_] Commercial Banking
[_] Retail Banking
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NATIONAL COMMERCE
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BANCORPORATION
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Best In Class Profitability
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Pro forma profitability statistics compare favorably to the nation's
top-performing/most highly valued banks:
Return on Average Equity(1) Net Income 1996 - 1999 CAGR
[BAR CHART APPPEARS HERE] [BAR CHART APPPEARS HERE]
NCBC NCBC Pro Forma Avg.FITB/FSR NCBC Avg.FITB/FSR
Pro Forma(2) with Synergies Pro Forma(2)
20% 23% 19% 18% 18%
EPS 1996 - 1999 CAGR
NCBC Avg. FITB/FSR
[BAR CHART APPPEARS HERE]
Pro Forma 16%
17%
Note: Excludes non-recurring items where applicable.
NATIONAL COMMERCE (1) Full year 1999.
BANCORPORATION (2) Excludes synergies.
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TOTAL RETURNS Stock Appreciation & Dividends
NCBC Historical Performance vs. S&P 500
(Periods ended 12/31/99) S&P 500 NCBC
20-Year 17.59% 30.33%
15-Year 18.71% 28.46%
10-Year 17.98% 27.70%
5-Year 28.24% 34.30%
NATIONAL COMMERCE
BANCORPORATION
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