Purpose: International schools are a growing class of educational institution. It has been suggested that few schools of this type have a marketing plan whilst research into development planning showed that few had a long-range plan. This paper aims to investigate these issues. Design/methodology/approach: This paper deals with a survey of 32 international schools in 22 different countries. The public relations practitioner in each was questioned as to the nature of the marketing planning process. Findings: Half of the schools had a marketing plan. Few had a one-year one, and few had a cyclical one with stages. Several had dispensed with such a plan. The major aim of marketing planning was to attract more students. There was little evidence of it being a strategic process. Few schools involved the whole school body. Research limitations/implications: This involved a small-scale survey of international schools at a time when student numbers were high. This survey failed to take into account the growth of this type of school in mainland China. Practical implications: It is suggested that perhaps some international schools might focus more on non-rational planning and scenario-building techniques. Making more contact with the local community might also be beneficial as a strategic marketing aim. Originality/value: This paper furthers the understanding of the nature and organizational culture of international schools. It builds upon earlier research into development planning in this type of school.