Case #1 - Part A It has been three years since Jan Dodge purchased land and a building and began her company, Neu Fruit Bars Ltd., in Neustadt, Ontario. The company produces only one product: a chocolate bar made with locally grown fruits such as raspberries, strawberries, currents, elderberries, and other seasonal harvests. The production plant is capable of producing 10,000 chocolate bars a month, if run at full capacity. Jan has been able to convince almost all of the small retailers in Grey County to sell the chocolate bars in their variety stores, resulting in sales of 7,000 bars a month. She has also been making an effort to expand into nearby Huron County. Earlier this month (August) Jan was very excited to receive an order from a retailer who wanted to place a one-time order for 3,000 bars in September for a two-week festival during that month. The retailer hoped to feature the chocolate bar at a booth they were planning to operate at the festival. This is a huge order for Neu Fruit Bars Ltd. However, Jan was not convinced that it would benefit the business, given that the price offered by the customer was considerably lower than the normal selling price. To help Jan with her decision making, she asked her financial accountant, Jason, for advice. She told Jason that she had received the special order for bars at a price of $0.80 per bar, compared to the usual $1.15 per bar for all other customers. Jason looked at the financial data he had used to prepare the most recent financial statements that were provided to their banker. These financial statements adhere to GAAP, as requested by the bank. The cost to produce a chocolate bar, Jason calculated, is $0.96 per bar (see below). Detailed product cost data Jason used to value finished goods inventory on the balance sheet follow: Unit product cost components: Cocoa $0.32