Old Vine Vineyard produces premium wine. Its success in the industry is due to its quality, although all its customers, wine shops, and specialty grocery stores, are very cost conscious and negotiate for price cuts on all large orders. Noting that the wine industry is becoming increasingly competitive, Old Vine is looking for a way to meet the challenge. It is negotiating with Eastern Seasons, a regional specialty grocery store, regarding a large order of wine. Old Vine is currently producing at under-capacity and would like to keep its production facilities going, gaining better economies of scale by increasing production. Eastern Seasons has agreed to a large order (2,000 bottles), but only at a price of $39 per bottle. The special order can be produced in one batch with available capacity. Old Vine gathered the following information: Next month's budgeted operating information (based on 10,000 units/month, and a normal batch size of 1,000 bottles): Regular sales price (per bottle) Per-unit costs: Variable manufacturing costs Batch-level costs (incurred with each batch produced) Variable marketing costs Fixed manufacturing costs Fixed marketing costs Special order information (order is produced in one batch of 2,000 bottles): Units (bottles) 2,000 Selling price per bottle $ 39 No variable marketing costs would be associated with the special order, but Old Vine has spent $2,500 during the past two months trying to get Eastern Seasons to execute a deal. Required: 1. How much will the special order change Old Vine's total operating income? 2. How much would the special order change Old Vine's total operating income if Old Vine is operating at full capacity and, if it accepted the order from Eastern Seasons, would lose the sale of 2,000 bottles to regular customers? (Assume that sales lost to normal customers would be produced in two batches of 1,000 bottles, while the special orderas above- could be produced in a single batch of 2,000 bottles.)