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:

KCSB expects to produce and sell 2,200 bicycles per month in the coming year. The bicycles sell for $620 each.

KCSB receives a proposal from an outside contractor who, for $155 per bicycle, will assemble 750 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 45% for the 750 bicycles assembled by the outside contractor, and variable nonmanufacturing costs for the 750 bicycles would be cut by 60%.

KCSB's marketing manager thinks that it could sell 85 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 $5,400 per bicycle and variable nonmanufacturing costs of $450 per bicycle.

If KCSB produces the mix of 1,450 regular bicycles plus 85 racing bicycles instead of producing all 2,200 regular bicycles, it would be able to save 10% of fixed manufacturing costs; fixed nonmanufacturing costs would be unchanged.

How much will KCSB's monthly profits change if it accepts the proposal for the 750 bicycles and uses the idle resources to produce the 85 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.) Round to nearest cent.