George Jeffers manages a company producing men's suits, offering both made$-$to$-$order and standard suits in retail stores. The provided table is a forecasted income statement for March. George has firm orders for the $10$ custom suits indicated in the forecast. Depreciation is at $$1$ per machine hour used, making it a variable cost. Total machine hours for March are $900,$ with $600$ dedicated to custom suits. The building space, rented at $$7,000$ per month, allocates costs based on space usage.

George faces a decision regarding a special request from a wardrobe consultant, who offers $$24,000$ for a suit needed in early April. Fulfilling the order would require reducing standard suit production, with a loss of future production capacity. Costs for the special order are an additional $$6,000$ for materials, $$10,000$ for labor, and $140$ machine hours. Accepting the order would save $150$ hours of standard suit production.

Considering this, George must ponder:

Should he accept the special order, and what rationale supports the decision? Show calculations

What minimum price should be set for the special order to remain profitable? Show work$\backslash$table$[[,$Custom Suits,Standard Suits,Total$],[$Number of Suits,$10,20,30],[$Sales Revenue,$$50,000,$$$30,000,$$$80,000$