King City Specialty Bikes (KCSB) produces high-end bicycles. The costs to manufacture and market the bicycles at last year's volume level of 2,000 bicycles per month are shown in the following table:

Unit manufacturing costs
Variable	$228
Fixed	139
Total unit manufacturing costs		$367
Unit nonmanufacturing costs
Variable	70
Fixed	142
Total unit nonmanufacturing costs		212
Total unit costs		$579

KCSB expects to produce and sell 2,250 bicycles per month in the coming year. The bicycles sell for $590 each.

KCSB receives a proposal from an outside contractor who, for $165 per bicycle, will assemble 850 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 850 bicycles assembled by the outside contractor, and variable nonmanufacturing costs for the 850 bicycles would be cut by 55%.

KCSB's marketing manager thinks that it could sell 75 specialty racing bicycles per month for $6,000 each, and its production manager thinks that it could use the idle resources to produce each of these bicycles for variable manufacturing costs of $5,400 per bicycle and variable nonmanufacturing costs of $210 per bicycle.

If KCSB produces the mix of 1,400 regular bicycles plus 75 racing bicycles instead of producing all 2,250 regular bicycles, it would be able to save 5% 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 850 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.)