Know the reasons
If someone is absolutely not changing their ways, that person has a reason that justifies their choice of behaviour. Your first port of call is not to judge. Judging will only make matters worse, distance yourself from them and reduce your credibility in their eyes. Do not start thinking that person has a problem, and do not start asking them about any problem they may have - that is almost a sure-fire way of getting nowhere fast.
Find out (genuinely positively) what their reasons are for their choices before you can do anything about them. You must understand before you can act.
They may be good reasons or bad reasons, that is a judgement, but if you actually want to know and reach that person, you must not judge to start with, and you must make sure they think you are genuine when you ask for their reasons. There is plenty of time to judge afterwards. If for any reason you have lost their trust (such as pushing to their manager), then there is very little you can do other than try and regain trust. Anything else will fail. Could be slow.
When you have established the reasons, then you have to respect those reasons and somehow use them to your advantage, if you can. It may be the case that you need to treat this person differently because they are otherwise valuable to the company - despite falling below par in your terms (not in their own of course).
Challenge your own rules
Personally I would never agree again (I have in the recent past) to any daily report of my activities or my team's, unless it can be done in less than five minutes. My personal experience is that any more than five minutes per day on status reporting is a huge waste of anyone's time. Who reads that? What benefits does it bring? What is the associated cost?
So before you dare 'sell' your rules to that person again, challenge yourself one more time. Pick holes in your rules and find suitable arguments to justify their value as objectively as possible, clearly state the benefits and who benefits, and identify the cost each person following those rules must pay. You may (or may not) find that your rules need changing, amending, or some flexibility in some cases.
The likelihood is that the 'recalcitrant' person is quite clever. You must share transparently the whole purpose, benefits (including who benefits) and costs with them so they can come up with their own reason to follow your rules, or, maybe offer you an alternative that could satisfy you both. Maybe you could suggest that they come up with an alternative that could satisfy your requirements, or let them negotiate which ones of your requirements are acceptable to them - if that helps in any way achieve your goals.
Different people have different needs and reactions. Those differences are often for the better. That said, you may also find with this exercise that you can no longer have this person in your team. That is a definite possibility, but without actually knowing why, you'd be setting yourself up for trouble.
Keep a record of discussions
Lastly, if this story looks like it might turn sour - you be the judge - document everything. Make sure you keep a solid history with dates and times of what you say, what you write, verbal and written answers, formal or informal, situations, witnesses, the lot.
This is double edged, but if you do your job the right way around it will serve you in good stead.
Breaking the rules
Some people believe that rules must be broken - they are right, just not all the time. It can be tricky deciding when it is time or not. Of course this is subjective and everyone will see this differently.