Citicorp ($257 billion assets, New York) let customers use its domestic ATMs to trade stocks, get price quotes on securities, and check the value of their portfolios.

BankAmerica Corp. ($226.6 billion, San Francisco) joined the vanguard of banks seeking to simplify mutual fund investing, crafting a fund family for novice investors, especially women.

NationsBank Corp. ($184.2 billion, Charlotte, N.C.) beefed up its international money-management capabilities through a joint venture with London-based Gartmore Capital Management.

Banc One Corp. ($86.8 billion, Columbus, Ohio) explored a credit card that would make it easier for 401(k) plan participants to borrow against their retirement savings.

PNC Bank Corp. ($62.8 billion, Pittsburgh) marketed its Capital Directions asset allocation service through smaller banks under the label MutualPartners.

First Interstate Bancorp ($56 billion, Los Angeles) hired Standard & Poor's Corp. to help its customers choose which mutual funds to include in 401(k) plans administered by the bank.

NBD Corp. ($48.1 billion, Detroit) internalized its brokerage operations, hiring 120 brokers from its third-party marketer in a bid to gain more control over the business.

Mellon Bank Corp. ($40 billion, Pittsburgh), through its Dreyfus Retirement Services subsidiary, charted a strategy to become one of the top five providers of 401(k) plans by 1998.

Shawmut National Corp. ($36 billion, Hartford, Conn.) teamed with an American Express Co. subsidiary to test financial planning in 27 New Hampshire branches.

Seafirst Corp. ($tk billion-asset Seattle unit of BankAmerica Corp.) wooed prospective customers with a series of 30 seminars on topics such as doubling your net worth and investing in a 401(k) plan.

Crestar Financial Corp. ($14.6 billion, Richmond, Va.) unveiled a simplified version of its large-company 401(k) plan geared to smaller concerns that don't want to handle administrative chores.

Signet Financial Corp. ($10.6 billion, Richmond, Va.) sealed a deal to offer its Imprint mutual fund wrap account on Compuserve, one of the country's largest commercial on-line services.

First Commerce Corp. ($7.1 billion, New Orleans) hosted a "Buy Louisiana Stock Day," attracting new customers and drawing $1.5 million in sales in one day by waiving commissions.

Provident Bancorp ($5.6 billion, Cincinnati) kicked off a five-year drive to quadruple the assets of its proprietary Riverfront Funds with the acquisition of a small mutual fund company.

Centura Banks ($4.9 billion, Rocky Mount, N.C.) drew 10% of its 1994 noninterest fee income from its year-old brokerage subsidiary.

BOK Financial Group ($4.1 billion, Tulsa, Okla.) tightened control of its proprietary mutual funds by assuming money-management duties formerly handled by a sister company of American Airlines.

One Valley Bancorp ($3.7 billion, Charleston W. Va..) followed up the successful launch of a mutual fund family by starting a broker-dealer subsidiary.

Provident Savings Bank ($1.7 billion, Jersey City) monitored the sales effectiveness of investment brokers by recording their cold calls - and their appraisals of them - on videotape.

Merchants National Bank ($313 million, Terre Haute, Ind.), saying it was laying the groundwork to enter 401(k) plan management, became trust administrator for plans run by an Indianapolis insurance company.

First National Bank of St. Martin ($44 million, St. Martinville, La.) entered the mutual fund business by signing up for a correspondent- brokerage program run by a neighbor, Premier Bancorp of Baton Rouge .

Admiralty Bank ($40 million, Palm Beach Gardens, Fla.) cut an exclusive deal to offer investment services in its lobby through Quick & Reilly, the third-largest brokerage in the U.S.

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