Remote Desktop stopped working – Windows 7 – Tom – s Hardware #change #remote #desktop #settings


Remote Desktop stopped working

arges86 Mar 31, 2012, 12:46 AM

My computer stopped being able to Remote Desktop to my server on my network.
My backup software also doesn’t recognize my server.
But, I can access its folders using Windows Explorer.
Any other PC on the network can remote desktop to the server and connect.
What happened to my machine?
This message appears when i try to connect:
“Remote Desktop can’t connect to the remote computer for one of the following reasons:
1) Remote access tot he server is not enabled
2) The remote computer is turned off
3)The remote computer is not available on the network

Make sure the remote computer is turned on and connected to the network, and that remote access is enabled.”

Any ideas would be appreciated.

My computer is:
AMD: Athlon 64 X2 5200+ 2991 MHz
Mobo: Gigabyte M57SLI-S4 v.2
RAM: 4GB Mushkin DDR2 PC2-6400
OS: Win 7 64bit
VC: Geforce GTX 470

13 answers Last reply Jun 5, 2014

More about remote desktop stopped working

Make sure the firewall settings haven’t changed on both the client and server. Turn logging on for the server’s firewall and see if it’s denying packets from your computer.

nope, i got this:

Microsoft Windows [Version 6.1.7601]
Copyright (c) 2009 Microsoft Corporation. All rights reserved.

C:\Users\Steve nslookup Thompson-Server
primary name server = localhost
responsible mail addr = nobody.invalid
serial = 1
refresh = 600 (10 mins)
retry = 1200 (20 mins)
expire = 604800 (7 days)
default TTL = 10800 (3 hours)
Server: UnKnown

*** UnKnown can’t find Thompson-Server: Non-existent domain

Have you tried rejoining that PC to the domain as per the great randini’s recommendation? I’ve come across similar issues before – and taking the computer off the domain – then back on fixed this similar issue. You might also want to prestage the computer as well.

Suggest you check both the DNS and DHCP entries on your server. If there’s duplicates delete both. I’ve had a problem before where there were duplicate entries with different IP addresses and it was reading the wrong one.

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        • Domestic enterprises selling services to domestic individuals via the FECO’s digital platform. Service fee payments to a domestic enterprise are fully VATable; whereas a payment by the domestic enterprise to the digital platform is subject to VAT under a reverse charge mechanism.


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        1. See EY Global Tax Alert, Taiwan’s Executive Yuan releases draft amendments for business tax imposition on cross-border e-commerce transactions . dated 7 October 2016.

        2. See EY Global Tax Alert, Taiwan issues new tax guidelines on cross-border e-commerce transactions to be effective from 1 May 2017 . dated 22 March 2017.

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        Ernst Young (Taiwan), Taipei
        Ernst Young LLP, Asia Pacific Business Group, New York
        Ernst Young LLP, Asia Pacific Business Group, Houston

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        So what about the original 8 competitive advantage factors?

        Location and Store. Omni-channel renders any single location and store less potent. More merchandise sold over more channels lessens the volume of business done in any single channel. This doesn’t suggest that the location, store or any single channel is unimportant but that channel diversification renders any single channel less important than the overall omni-channel strategy .

        Merchandise and Assortments. These are being copied by high volume imitators and lower cost competitors in shorter durations. For example, shoes, bags, apparel and new fashion trends revealed on Milan runways now have their designs copied and reproduced in hours, and are manufactured in China or Bangladesh in less than four days. However, on the flipside, better data is creating better science to compliment artful assortment planning so that any knowledgeable retailer taking advantage of the science can create improved merchandise and assortment forecasts and plans. Merchandise/assortments is still a critical success factor, but is increasingly replicable by competitors and available to any retailer willing and able to apply data and science to deliver increased accuracy, which thereby renders less differentiation and competitive advantage.

        Visual Merchandising. Still important but easily and quickly replicable. Little to no differentiation here.

        Staff. While most retailers view staff as expenses and not assets, a few retail leaders are upping their game in terms of staffing – mostly as it relates to their Customer Experience Management goals. Retail staffing as a differentiator varies considerably by sector.

        Service. Most retail customer service disappoints but the industry is taking note of the strategies and successes of retailers such as Zappos and Nordstrom. Pre-sale and post-sale service processes are easily and quickly replicable. However, upping the game from simple service scenarios to delivering rewarding and memorable customer experiences (CX) is indeed a strong competitive advantage. For reference, I include CX management within CRM. I know today they are often considered separate, but it’s clear to me they will merge. Understanding this now will help retailers create a single CRM strategy and avoid fragmented processes and systems.

        Mass Communications. Mass media branding value and mass communications conversions are dying. I continue to hear retail marketers suggest that mass media creates branding. Unfortunately, they fail to realize that consumers determine the brand value not from paid advertising (which is at an all-time low in terms of believability) but from social media and their own consumer experiences. Retailers must engage consumers via a social media strategy and finely tuned segmentation in order to deliver relevant, personalized and contextual messaging and offers that resonate in order to achieve conversions and campaign effectiveness. This is a big transition that most retailers make at a snails pace.

        Price. Unless you are Walmart, competing on price remains a fools errand.

        The unprecedented pace of change in the retail industry is producing a growing divide between those that act and those that wait and see. As innovative retailers respond to more demanding consumer behaviors they will in turn attract larger numbers of new customers while those retailers who procrastinate will involuntarily become the source of those customer defections and incur a steady business deterioration.