King City Specialty Bikes (KCSB) produces high-end bicycles. The costs to manufacture and market the bicycles at last year's volume level of 1,900 bicycles per month are shown in the following table:

Unit manufacturing costs
variable	$227
Fixed	130
Total unit manufacturing costs		$357
Unit nonmanufacturing costs
Variable	66
Fixed	140
Total unit nonmanufacturing costs		$206
Total unit costs		$563

KCSB expects to produce and sell 2,250 bicycles per month in the coming year. The bicycles sell for $610 each.

KCSB receives a proposal from an outside contractor who, for $155 per bicycle, will assemble 700 bicycles per month and ship them directly to KCSB's customers as orders are received from KCSB's sales force. KCSB would provide the materials for each bicycle, but the outside contractor would assemble, box, and ship the bicycles. The variable manufacturing costs would be reduced by 35% for the 700 bicycles assembled by the outside contractor, and variable nonmanufacturing costs for the 700 bicycles would be cut by 55%.

KCSB's marketing manager thinks that it could sell 75 specialty racing bicycles per month for $6,500 each, and its production manager thinks that it could use the idle resources to produce each of these bicycles for variable manufacturing costs of $5,500 per bicycle and variable nonmanufacturing costs of $400 per bicycle.

If KCSB produces the mix of 1,550 regular bicycles plus 75 racing bicycles instead of producing all 2,250 regular bicycles, it would be able to save 10% of fixed manufacturing costs; fixed nonmanufacturing costs would be unchanged.

REQUIRED [Note: Round unit cost computations to the nearest cent]

How much will KCSB's monthly profits change if it accepts the proposal for the 700 bicycles and uses the idle resources to produce the 75 racing bicycles? (Note: if the costs of accepting the proposal are less than the costs of rejecting it, enter the difference as a positive number; if the accept costs are more than the reject costs, enter the difference as a negative number.)