Schedule the whole encounter
An appointment does not begin only with the first product question. Visitors need to find the stand, put down their belongings and perhaps wait for a table. Afterwards come notes, a quick discussion with a colleague or resetting the demonstration. Include those stages rather than reserving only the time spent talking face to face.
Distinguish a short, familiar update from an open-ended introductory conversation. An existing order may require one clearly bounded question. A potential new partner often brings subjects whose scope cannot be predicted. These two appointments do not necessarily need the same amount of time.
Put gaps where they matter
Place uncommitted periods where delay is most likely: after an important first meeting, before changing location or ahead of a demonstration requiring preparation. One large buffer at the end of the day is not much help when several people are already waiting in the morning. Review the calendar as a sequence, not just separate boxes.
Keep some capacity for unscheduled visitors as well. If every specialist is fully booked, a promising spontaneous conversation has nowhere to go. The person welcoming visitors should be able to see who will become available and when, without interrupting every meeting to ask.
Make changes visible
Agree on one place for the current schedule. Several private lists quickly lead to duplicate promises. Record a usable contact method and the actual meeting point for each appointment. At a large event, the company name alone may not identify where someone should wait.
When a meeting overruns, make a deliberate choice: continue at another time, hand over to a colleague or notify the next visitor promptly. An unspoken delay is harder for everyone to manage. Record promised calls in the same schedule so that apparent free time is not committed more than once.
