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o a ommerc a an ng

David Darnell

President, Global Commercial Banking

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Key Takeaways

Our Opportunity

,

diversified franchise to meet a wide range of financial needs

How we are growing

Appropriate client selection

Align client needs with capabilities

Talent in place to deliver results

Integrated client coverage model

Partnering with other business lines

2

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Financial Snapshot Full Year 2010

Global Commercial Banking

Total Revenue $10.9

Pre-Tax Income $5.1

($B)

Net Income $3.2

Deposits (average) $148.6

Loans (average) $203.3(1)

Return on Tangible Equity 15.2%

Tangible Common Equity $20.9

$14.4Total Client Managed Revenue(1)

3

(1)

(1) GCB Revenue: $10.9B; Partnership Revenue: $3.5B ; Total Client Managed Revenue: $14.4B(2) Partnership revenues represent revenues generated from Commercial clients booked in other lines of business at Bank of America from a GAAP perspective3

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Leading U.S. Commercial Franchise

Franchise Strengths

Large U.S. Client Base

Average Loans & Leases and Deposi ts

218$234 $229

Deposits Loans&Leases$B . .

Nationwide client coverageUniversal Banking Platform Connectivity

Integrated partnerships with GBAM, GWIM, and CSBBLeveraging franchise capabilities through referral

$97 $107$130

$149

processes

Diversified Client Revenues

2007 2008 2009 2010

Serve more than 340,000 clients

300,000 Business Banking clients40 000 Middle Market clients

#1 Middle Market lending

#1 Small Business lender in U.S.

Serve 1 million consumer auto customers

Strong balance sheet

$203B Funded Loans & Leases

#1 U.S. treasury services #1 Asset-based lending

#1 Lead arranger of syndicated lending

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$149B Deposits

Experienced, Talented ProfessionalsServed by over 7,000 employees, ~600 licensed employees

2 Cre t en ancer o LOC an qu ty ac tes

5% Market share for auto floor plans

3% Market share retail auto prime, super-prime

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Competitive Summary

404

35383230252191

760

BAC #1 RankingTotal Portfoli o

BAC #3 RankingTotal Portfolio

As of 4Q10, BAC ranked 1st in comb ined Corporate and Commercial loans and 3rd in combined deposits compared to the peer group .

Corporate & Commercial Loans ($B) Corporate & Commercial Deposits ($B)

148 157

185

54 4627

173

96264

6356 56

27185

98

56

Commercial

Corporate&CommercialSecuritiesSvcsCorporate

Commercial

Corporate&CommercialTrade/CardCorporate

FY 2010 Credit t o each Middle Market Lead Arranger FY 2010 U.S. ABL Lead Ar ranger

Rank Lead Arranger Volume ($MM) # of Deals Market Share

1 Bank of America Merrill Lynch 40,724 405 22%

2 J PMorgan 26,319 245 14%

3 Wells Fargo Securities 22,420 236 12%

Rank Bank Holding Company Volume ($MM) # of Deals Market Share

1 Bank of America Merrill Lynch 20,547 149 33%

2 Wells Fargo & Company 13,244 82 22%

3 J P Morgan 6,547 43 11%

Rank

Credit Enhancer Full to Each

Manager

Principal

Amount

Number of

Issues

Mkt.

Share

1 J P Morgan Chase 3,583 44 24%

2 Bank of America 2,799 39 18%

FY 2010 Leading Credit Enhancers of LOC and Liquidity Facilities

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3 Royal Bank of Canada 1,553 2 10%

* Reporting based on balance sheet commercial loan categories; for Peers with no segment reporting, commercial balance sheet loan size impacted by other lines of businesses (i.e. small business).4Q10 average balances for Bank of America and Peers. Wells corporate or commercial loans/deposits breakout not available. Bank of America Commercial Lending excludes Consumer Indirect but includes Leasing;

Corporate includes Global Markets +FVO loans for comparability and excludes Leasing. Citi Corporate loans includes their special asset group (Citi-Holdings) and deposits includes custodial/ clearing business and othercustomer liability balances. Wells includes large corporate clients that are not disclosed separately.Sources: Company filings, press releases, and Bank of America internal systems. Credit to Middle Market Lead Arranger, US ABL Lead Arranger, Credit Enhancer of LOC and Liquidity Facilities - Dealogic

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Diversified Revenue Mix

Business Mix Product Mix

GCB Revenue = $10.9BPartnership Revenue = $3.5B

Total Client Mana ed Revenue = $14.4B

$B $B

MarketsRevenue

$0.85%

Leasing,

Merchant &Other$1.410%

(FY 2010)

Commercial Real EstateBanking

Credit Revenue $5.538%

Other $1.07%

IB Revenue $1.39%

Middle Market $9.264%

Business Banking $2.4

17%

.19%

Treasury Revenue$4.431%

Solutions are delivered to meet our clients needs. The related revenues are booked in the business where thecore product expertise resides. Global Commercial Banking measures success on the total revenues generated

from our clients, referred to as Client Managed revenues.

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Our ability to deliver the franchise to our clients is evident in our revenue mix. Pre-BAML merger our partnershiprevenue was $1.8B and today it is $3.5B an increase of 94%.

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Client Segments Commercial Companies

Middle Loans $101BTop Middle Market lenderCompany sales size ~$20MM - $2BServes 21 000 clients

Market

Client Revenue $ 6.9B

Approximately 2,000 dual covered clients

Includes commercial floor plan lending andrelated retail paper

Healthcare,Institutions &Loans $ 19BDe osits 40B

Do business with:71% U.S. best hospitals

75% Top ranked health plans - -

Government Client Revenue $ 2.3B. .

84% State government & agencies90% Top national universitiesServes more than 9,600 clients

CommercialReal Estate

Loans $ 53BDeposits $ 18B

Serves more than 9,000 clientsNationally recognized affordable housingsector lender

7

an ng.

47% of revenues from credit

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Client Segments Business Banking

ClientDevelopmentGroup

Loans $ 9BDeposits $ 9BClient Revenue $ 0.8B

Phone based client managed model

Company sales size $1MM - $3MMNon-card credit, more complex treasury needsServes more than 250,000 clients

BusinessBanking

Loans $ 21BDeposits $ 28BClient Revenue $ 1.6B

Market based client managed modelCompany sales size $3MM - $20MMServes more than 46,000 clients

8

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Global Commercial Banking Organization

Commercial Companies

Integrated Business Model

Client Team Support Business Banking

Middle Market

Banking CreditProducts

TreasurySolutions

Healthcare,Institutions &

Business Banking Client Managed

SalesPerformanceCommercial Real

Estate Banking

Client DevelopmentGroup - Phone

Laura Whitley George SmithJohn Daniels

David DarnellPresident, GCB

Middle Market Banking(28 yrs banking exp/ 28 yrs at BAC)

Lewis WarrenTreasury Solutions

(28 yrs banking exp/ 5 yrs at BAC)

Business Banking(33 yrs banking exp/ 26 yrs at BAC)Credit Products(27 yrs banking exp/ 27 yrs at BAC)

Kathy AudaHealthcare, Institutions & Government(27 yrs banking exp/ 12 yrs at BAC)

Robb HilsonClient Development Group

(24 yrs banking exp/ 24 yrs at BAC)

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Ron Curtis

Commercial Real Estate Banking(27 yrs banking exp / 27 yrs at BAC)

Ellsworth Clarke

Sales Performance(30 yrs banking exp/ 30 yrs at BAC)

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Stabilized and Positioned for Growth

Total Loans Total Deposits Client Managed Revenue

NIBDeposits IBDeposits

Net IncomeProvision ROTE

C&I Consumer CRE

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Customer flows are producing good revenue with improving credit costs providing positive returns

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Asset Quality Improving

Commercial & Industrial (1)$B

Peak LossesNonPerformingLoansChargeOffs

$2.5

$3.0

$3.5

$4.0

$4.5

$0.0

$0.5

$1.0

$1.5

$2.0

FY07 FY08 FY09 FY10%NPL

%NCO

2.03%

1.00%

0.46%

0.32%

0.93%

0.67%

2.57%

1.48%

Risk Management

Client selectivity followed by transactional structure has proven to be keyIndustry focused underwriting and risk managementDiscipline on concentration management

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Continual assessment of business through the cycle(1) Excludes commercial real estate and small business

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Commercial Real Estate Credit Quality

Peak Losses3Q 09

NonPerformingLoansChargeOffs

$T

$B

$3.0

$4.0

$5.0

$6.0

7.0

$0.0

$1.0

$2.0

FY07 FY08 FY09 FY10%NPL 1.88% 6.03% 10.71% 11.17%

%NCO 0.07% 1.42% 4.08% 3.61%

Commercial Real Estate

#2 in size based on loan balances, however, exposure is only 29% of capital as of 4Q 2010

We believe asset quality deterioration peaked in terms of dollars of NPLs and criticized assets in 4Q 2009 and we anticipate acontinued recovery correlated to economic recovery and job creation

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- -

During 3Q 2009 Commercial Real Estate Banking loans were 29% of GCBs outstanding balances and 19% of corporate wide

commercial loans

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Commercial Real Estate

$MM

Commercial Real Estate

Reviewed risk strategy and concluded industry exposure limit was effective. Portfolio performance through the cycle andrisk framework standards were reviewed and a study of lessons learned was conducted.

Changed underwriting policies and guidelines to reduce and limit exposure to property sectors (for example, for sale

housing to include condos and land) and focused on concentration management.

Leverage real estate development business to augment CRA activities through direct investment in place of investmentthrough real estate equity funds.

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, , ,infrastructure.

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How We Drive More Value

Our strategies will position our businesses to grow profitably and be strong through the cyclethrough a disciplined focus on client selection, risk management, relationship deepening andnew relationship acquisition

Strategies for Growth Delivering the Franchise

Global Bankingand Markets

Capture additional market share through the shared coverage within Global Banking andMarkets to deliver industry and product expertise. We anticipate approximately

Global Wealth & Deliver the full range of financial services and solutions available through combined Bankof America-Merrill Lynch franchise by introducing clients to individual Wealth Management

several years between enhanced dual coverage and GBAM partnership.

Align client needs with organizational capabilities. Deepen existing relationships.

Managementand Retirement Services through Financial Advisors. This partnership has potential todeliver between $300MM $400MM in incremental client managed revenues during thenext several years.

Consumer & SmallBusiness Banking

ap ure new re a ons ps roug re erra par ners p, sma us ness c en s,and auto referrals. Balancing risk, reward and cost to serve should generate$70MM $90MM in incremental client managed revenues during the nextseveral years.

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Delivering the Franchise

Partnership with Global Banking and Markets

Global Commercial Banking Global Banking and Markets

Business Banking300,000 Clients

Middle Market40,000 Clients

Dual Covered2,000 Clients

Large Corporate10,000 Clients

companies

IPOs and M&A

Increased Global Marketsproduct needs

with broad product usage

Frequent capital markets /strategic advisory needs

Sophisticated liability

Strong linkages to retailnetwork

User of treasury products

relationships

Heavy user of treasuryproducts

Increased debt capital,

derivatives andcommodities

Delivering Our Franchise for Companies

Rates & Currencies

Credit Products, Public Finance

Lending

Leasing

Commercial Banking Core Products Investment Banking Core ProductsGlobal Markets Core Products

Debt Capital Markets

Equity Capital Markets

Products

Commodities

Equities

Merchant / Card

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Dual Coverage Partnership

Middle Market Client Base Existing and Potential Breadth of Coverage

40,000

2,000~3,000

+=IBK Fee Pool ~$5B ~$3.25B ~$1.75B

# MM Commerc ial Banking

Clients

# Dual Coverage Clients # Enhanced Dual Coverage

Opportunity

Goal: 25%

Dual Coverage Market ShareOpportunity (1)

Fee Pool Market Share With Dual CoverageClients (1)

6%M&AHigh

Today: 14%17%

12%

Debt

Equity

Opportunity

16

Market Share 0% 5% 10% 15% 20% 25%ow

(1) 2010 Market Share with our GCB Dual Coverage clients

Dual Covered revenues have grown 60% year over year. Growing market share to a goal of25% could generate approximately $330MM in annual incremental cl ient revenues.

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The Power of Bank of America Merrill Lynch

Investment Banking and Market Revenues Client Revenue

Post -BAML MergerPre-BAML Merger

161M&A Advisory

141%

$MM $MM

67M&A Advisory

235Equity Capital Raising 324%55Equity Capital Raising

940

787

Debt Capital Raising

Markets Revenue

133%

59%

404

494

Debt Capital Raising

Markets Revenue

Total $2,123Total $1,020

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from our cl ient base

Double digi t growth in M&A, Debt Capital Raising and Equi ty Capital Raising

Of the $2.1B in revenues generated in 2010, >$900MM are revenues generated from Dual Covered cl ients

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Delivering the Franchise

Global Wealth & Investment Management Partnership

Global Wealth & Investment Management Referrals to Commercial Banking

~32,000

~3,200

~6,400

>>>Closed Ratio 2009 of ~10% Closed Ratio 2010 of ~15%

2009 Referrals from GWIM Employees 2010 Referrals f rom GWIM # Enhanced Referral Opportunity

Estimatedincremental

Commercial Banking Referrals to Global Wealth & Investment Management

~5,100

~19,200

client

revenue of$300 -

$400MMover next

Today:14.1%

~1,300

2009 Referrals from GCB Employees 2010 Refer rals f rom GCB # Enhanced Referral Opportunit y

severalyears

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Asset Under Management Wins Program to Date in excess of $6.8B

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Delivering the Franchise

Consumer & Small Business Banking Partnership

Consumer & Small Business Banking Referrals to Business Banking Phone Channel

~~150,000=Banking Center Channel

~85,000

,

~32,000 ~65,000

~85,000~85,000Banking CenterReferrals

=Sma Bus ness Ban ers

>>>Increase in hir ing of Small Business Bankers will enhance referrals

coming into the Business Banking Phone Channel

$50-$60MM in Revenue Opportun ity over next

several years

2010 Annualized Referrals from BankingCenter Employees

2011 Referrals from Banking Centerand Small Business Bankers

# Enhanced Referral Opportun ity

Consumer & Small Business Banking Referrals to Dealer Financial Services

~52,700

~134,000

Today:14.1%

~36,000

2010 Applications 2011 Applications Expected Application Growth

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>>>Current Booking Ratio of 9% Incremental Volume estimated at $500MM and

Revenues of $20-$30MM over next several years

>>> Maintain Book ing Ratio of 9%

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Long-Term Goals

Key Drivers

Economic GrowthRevenue growth 4 6%Managed revenue growth 6 8%

Loan DemandMaintain efficient cost structure

Asset Quality

Return on TangibleEquity

18% - 20%

Capital Markets

Delivering the Franchise

20

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Key Takeaways

Our Opportunity

,

diversified franchise to meet a wide range of financial needs

How we are growing

Appropriate client selection

Align client needs with capabilities

Talent in place to deliver results

Integrated client coverage model

Partnering with other business lines

21

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an o mer ca

2011 Investor Conference