Edward Lewis operates a small machine shop. He manufactures one standard product that is also available from many other similar businesses, and he also manufactures deluxe products to order. His accountant prepared the following annual income statement: Deluxe Sales Standard Sales Total Sales $59,500 $29,750 $89,250 Costs Material 11.900 9,520 21,420 Labour 23,800 10,710 34,510 Depreciation 7,497 4,284 11,781 Power 833 476 1,309 Rent 7,140 1,190 8,330 Heat and light 714 118 832 Other 476 1,072 1,548 Total costs 52,360 27,370 79,730 Net income $7,140 $2,380 $9,520 The depreciation charges are for machines used in the product lines. The power charge is apportioned based on an estimate of the power consumed by each line. The rent is for the building space, which has been leased for 10 years at $8,330 per year. The rent and the heat and light costs are apportioned to the product lines based on the amount of floor space occupied by each line. All other costs are current expenses that are identified with the product line causing them. A valued customer has asked Mr. Lewis if he would manufacture 5,950 of the deluxe products for him. Mr. Lewis is working at capacity and would have to give up some other business in order to take this order. He cannot cancel deluxe orders he has already agreed to, so he would have to reduce the output of his standard product by about one-half for a year while producing the requested deluxe product. The customer is willing to pay $7.00 for each unit. The material cost will be about $2.00 per unit and the labour will be $3.60 per unit. Mr. Lewis will have to spend $2,380 for a special device that will be discarded when the job is done. Calculate the opportunity cost of taking the order. Opportunity cost of taking the order $