Big companies call it "spin control." It's a term to describe the practice of trying to put the best possible face on a story that is likely to hit the news. Businesses of all sizes are big news today, and with the growing number of cable TV and radio stations dedicated to business news, even small companies can find themselves increasingly in the spotlight. How you handle yourself when a reporter comes knocking or calling can have an impact on the success of your business.

If you're a student (or even a casual observer) of corporate crises, you might remember when the term "Pepsi Challenge" took on a whole new meaning a couple of years ago. Once reports surfaced that some customers had found medical syringes in cans of Diet Pepsi, the Pepsi Cola Co. joined a growing list of companies thrust onto page one against their will.

Although those reports of adulterated drinks eventually proved to be either outright hoaxes or honest mistakes, Pepsi executives had already been through the mill. For a time, corporate management found itself knee-deep in a flood of bad publicity and news-hungry media types.

If a similar "challenge" were to face your company, would you and your associates know how to meet the crisis head on? Would you be able to handle calls from insistent reporters while at the same time making sure you got your side of the story out?

Handling calls from the media doesn't have to be a painful process. Some companies seek outside counsel to field media inquiries and respond appropriately. Others find a spokesperson inside the company. In either case, media inquiries, whether crisis-related or routine, are an outstanding opportunity for companies to manage the most important asset they have -- their corporate reputation.

Although each case is different, managing media inquiries can be as easy as reciting the alphabet. One caution, however: While the following guidelines may help you manage media interviews, they cannot substitute for proactive crisis communications planning. If your company can be adversely affected by negative public opinion, crisis planning is fundamental in protecting its corporate reputation.

That said, you should find yourself as a business owner fielding media inquiries on a host of topics, the A-to-Z tips that follow can be helpful.

Always return a reporter's calls. The worst thing you can do is try to ignore a reporter in the vain hope that he or she will go away. Generally, the more a company tries to stonewall a reporter, the harder the reporter will dig to get the answer. Reporters may begin calling your customers, suppliers, industry analysts -- even your competitors or your employees at home. Don't risk that other sources will defend your position. Return calls promptly and find out what's on the reporter's mind.

Before agreeing to an interview, ask questions. Find out what angle the reporter is pursuing and who else has already been interviewed.

Consider what you want to get across in the interview. At this point, you may know where the reporter is going with the story. Now is the time to determine where you want to go with it. Focus in on two or three key messages that are relevant to the issue at hand, and stress them repeatedly during the interview.

Don't speak for someone else. A reporter may ask you to put yourself in the place of someone else involved in the issue. Don't do it. Represent your own company and manage your reputation, but don't go on the record for someone else.

Every interview is an opportunity. You have a chance to tell your story, in your own words. Don't look at calls from the media as a hurdle to overcome, but as an opportunity to state your views in a public forum.

Find out what questions will be asked before you agree to the interview. Be aware, however, that some reporters will hold back their "hardball" questions, so be prepared for that eventually.

Get copies of recent articles by the reporter. This can be more difficult in the case of broadcast interviews, but it is relatively simple for print pieces.

Have your key messages ready. Write them down and keep them in front of you. Look for ways to relate these messages as each question is asked.

Inquire of the reporter as to whom else he or she has interviewed. This information is useful in helping to plan for the "hardball" questions. If a reporter has talked with someone who is at issue with your position, you can bet the reporter is armed with probing questions that are designed to elicit specific responses.

Jot down the questions as they're asked to keep a log of the conversation for future calls. Depending on the situation, a media call may turn into many calls. Keeping a log of the questions asked can help you prepare for additional or subsequent interviews.

Keep everything on record. There really is no such thing as "off the record." Think of it this way: Pretend the telephone is really a microphone and everything you say is being heard by anyone who cares to listen. That's the situation in a media interview. The microphone is never off, the record is never closed. Don't say anything you would not want your competition or adversaries to know.

Limit the length of the interview. By setting up a time limit up front, you let the reporter know your boundaries. This gives the reporter an idea of how to structure the order and types of questions to be asked.

Manage the interview. Don't think of the interview as simply responding to questions. You have a point to get across. Certainly, you need to answer questions fairly and accurately within the limitations of disclosure and confidentiality, but you also have an opportunity to stress other relevant points. Don't think of this experience as being led by a reporter. By nature of your expertise and knowledge of the situation, you should lead the interview.

Never, ever say, "No comment." When most people hear those words, bells go off. They may think something is being hidden, you are not telling the truth, etc. Of course you have a comment, even if it's not the answer for which the reporter was looking. For example, you might say, "I can't tell you that, but what I can say is ...." Then deliver one of your key messages. You can turn what might be a disastrous "no comment" into an opportunity to get a relevant point across.

Offer additional sources, if appropriate. It may be that you're aware of persons outside your organization who support your company's position on an issue or other matters. These persons might include your suppliers, customers or a local analyst. It is appropriate that you direct a reporter to these individuals, given that you have their prior approval to do so.

Practice the interview situations. You may not always know when to expect a reporter's call, but that doesn't preclude rehearsing how to answer questions. You should have a fairly good idea of the questions that will be asked. Rehearse the answers to these -- if possible, with another person playing the role of the reporter -- and record your answers with a tape recorder or a video cassette recorder. You can do some self-critiquing, noting whether your delivery sounds too rehearsed or unnatural, whether your answers are too long and/or too confusing, and how well you're delivering your key messages.

Question your answers. Do your answers invite unwelcome follow-up questions? Do you hint at something that you really don't want to talk about but are afraid to avoid completely? Have you glossed over important areas that will force a reporter to ask more pointed -- perhaps tougher -- questions?

Refuse with cause. Sometimes there are things that you simply can't discuss. Proprietary issues, sensitive financial information and topics under litigation may force you to refuse to answer a question. It's acceptable not to answer a question, but give your reasons for not answering. These may vary from, "It's inappropriate for me to talk about this because..." to, "That's a matter currently in the courts," to, "SEC (Securities and Exchange Commission) regulations prohibit me from discussing that at this time." If you have a valid reason for not answering a question, and that reason doesn't compromise your position, then share it with the reporter. The reporter may not be happy with your non-answer but at least will know why you won't answer.

Study the press. If you're involved in a communications function, you're probably tuned into the media that covers your company, industry and community. If you're in that position by default (i.e., you're doing it because no one else is available, so you have to), and you're not familiar with which media might come calling, you ought to spend some time studying the press. Know your trade magazines, local media and others who might call on you in good times as well as bad.

Take each call seriously. Depending on which media a reporter represents, a caller might have a "direct" line to millions of people. Never underestimate the seriousness of any inquiry or the potential effects of media coverage. News coverage also has a tendency to snowball; one story will lead to another, especially if the news is controversial. The reporter at a small local paper is just as important as a caller from the Wall Street Journal. Some of the biggest national stories start with articles in local papers that are picked up by other news services and evolve into a full-fledged disaster -- or triumph -- for the companies involved.

Utilize resources within your organization, if you have them. Remember that you are not alone. Within your organization there may be resources you can use to help you manage these opportunities. Talk with your management, employees, directors, outside consultants -- anybody who might have additional insights into the situation and can either help or recommend help to you in positioning your company. While you're asking for help, get your attorney on the line to make sure what you say to the media won't create additional -- possibly serious -- legal problems.

Value the reporter's worth. Reporters have a tough job. Controversy sells media, and often reporters are pressured for "page one" headlines. Take into account that, like you, the reporter has an important, high-pressure job. This doesn't mean you have to be their best friend, though. Reporters are naturally suspicious of people who are too friendly and often prefer to keep a respectful, professional distance. But reporters are people, too. If you respond promptly, professionally and with some respect for what they have to do, it will make your task of managing your company's reputation easier.

"We" is a fine word to use in a print interview but a terrible word to use in a broadcast interview. You probably don't want people to confuse your company with others, but sometimes, particularly in broadcast interviews, it's hard for the audience to keep track of whom you represent.

"X" out a block of time to prepare for an interview. If you have the luxury of knowing in advance that a call is coming in or an interview will take place, "X" out some time prior to the event to collect your thoughts, review your messages and prepare.

You are in control of the interview. You have something the reporter wants; information is the currency. How the reporter uses it is out of your control, but you have the cache to control the interview.

Zero in on your key message. Whenever appropriate, guide your answers to these key messages. Close with them.

While the A-to-Z checklist may not prepare you for a Pepsi challenge, it can help you prepare for dialogue with the media. Remember, properly managed media inquiries are the best opportunities you will have to present your company's position.