The Ontario craft beer industry developed as an adjacent localised market in competition with the conventional beer industry that largely controlled regional market access. Using a markets-as-practice perspective, we conduct interviews with craft brewers to investigate institutional work and market-making processes in distribution. Our study shows how entrepreneurs employ practices of creating social relations with customers through regular face-to-face interaction to overcome market blockages in a localised market context. The results indicate this was enabled by establishing personal relations with nearby licensees and customers, strategic selection of brand ambassadors, product development through close brewer-licensee interaction, and employing dedicated sales representatives with production know-how.